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A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

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Page 1: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a
Page 2: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

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ASSET-LIABILITY MANAGEMENT (ALM) GUIDELINE

RAJSHAHI KRISHI UNNAYAN BANK

HEAD OFFICE, RAJSHAHI

CENTRAL ACCOUNTS DEPARTMENT-1

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Asset-Liability Management (ALM) Guideline

Working Committee

Chairman:

Mr. Md. Idris Ali, Deputy General Manager, Central Accounts Department-1.

Member:

Mr. Md. Maznur Rahman, Assistant General Manager, Central Accounts Department-1.

Mr. Md. Ataur Rahman, Principal Officer, Central Accounts Department-1.

Mr. Md. Mizanur Rahman, Principal Officer, Central Accounts Department-1.

Mr. Masud Rana Mahtab, Officer, Central Accounts Department-1.

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Preface

Rajshahi Krishi Unnayan Bank (RAKUB), since 1987, has been significantly contributing

to uphold socio-economic development of the north-west part of the country. As a state

owned specialized bank, it pays due attention to the instructions and policies provided

by Bangladesh Bank (BB). In accordance with Bangladesh Bank BRPD Circular No-2,

dated 7th March, 2016 the bank has established guidelines for its Asset-Liability

Management (ALM) practices. RAKUB ALM endeavors to plan, organize and control

asset and liability volumes, maturities, qualities and rates in order to maintain a sound

liquidity position and acceptable profitability as well as minimize interest rate risk.

In banking sector, asset liability management is the practice of managing various risks

that arise due to mismatches between the assets and liabilities. ALM concerns with

strategic balance sheet management involving risks caused by changes in the interest

rates, exchange rates and the liquidity position of the bank. It is an attempt to match

assets and liabilities in terms of maturities as well as to minimize Interest Rate Risk and

Liquidity Risk. Therefore, ALM is termed as a risk management technique designed to

earn an adequate return while maintaining a comfortable surplus of assets beyond

liabilities. It is an essential process for the bank and when not well managed, creates a

threat to the bank itself.

RAKUB ALM process encompasses following issues:

Consider local regulatory issues.

Manage asset quality.

Review interest rate outlooks.

Review investment portfolio and market risk management.

Maintain sound liquidity position.

Ensure maximum earning.

Maintain adequate capital.

Match volume of asset with volume of liability to avoid liquidity risk.

Control Non Performing Assets (NPA) and create Performing Assets.

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Part - A

1.00 Asset Liability Management Policy:

ALM is a comprehensive and dynamic framework for measuring, monitoring and

managing the market risk of a bank. It is regarded as the integral part of the financial

management process. Therefore, it is essential to have a structured and systematic

process to manage the Balance Sheet. RAKUB has a committee comprising of the

senior management of the bank to make important decisions related to the Balance

Sheet of the Bank. The committee is called Asset Liability Management Committee

(ALCO) which is to meet at least once every month to analyze, review and formulate

strategy to manage asset-liability and capital position of the bank.

1.1 Roles and Responsibilities of ALCO:

Major responsibilities of ALCO are defined as follows:

Ensure that bank’s measurement and reporting systems accurately convey

the degrees of liquidity and market risk

Monitor the structure and composition of bank’s assets and liabilities and

identify balance sheet management issues that are leading to

underperformance.

Decide on the major aspects of balance sheet structure, such as maturity and

currency mix of assets and liabilities, mix of wholesale versus retail funding,

deposit mix etc

Decide on how to respond to significant, actual and expected increases and

decreases in required funding

Review maturity profile and mix of assets and liabilities

Articulate interest rate view of the bank and decide on balance sheet strategy

Approve and periodically review the transfer pricing policy of the bank

Evaluate market risk involved in launching of new products

Review deposit-pricing strategy, and

Review contingency funding plan for the bank

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Balance sheet risk management is not limited to collection of data only. Therefore,

ALCO is required to understand the implications of the numbers generated from

analyses and formulate appropriate responses and strategies for the bank.

1.1.1 Organization of the ALCO:

The Asset‐Liability Management Committee (ALCO), at the apex of the diagram, guides

the ALM process within the parameters set forth by the Board. It is noteworthy to state

that Treasury Division is solely responsible to organize and implement ALCO. Since

there is no separate Treasury Division in RAKUB and Central Accounts Department-1

(CAD-1) performs it's treasury activities, the roles and responsibilities of ALCO would be

carried out by the same department.

1.1.2 Key Roles and Responsibilities of ALM Desk:

The ALM Desk is responsible for day to day management of the asset-liability

management risk, market risk and liquidity risk of the bank. Under the supervision of the

Head of the Treasury (Head of CAD-1), RAKUB, ALM Desk should perform its

responsibilities to manage the aforementioned risks. The broad responsibilities of the

ALM desk are as follows:

a) Maintain the optimum level of NPA.

b) Oversee the overall activities of Money Market.

c) Manage liquidity and market risk of the bank.

d) Understand market trends for expansion of the business.

e) Suggest proper balance sheet movement to cope up with the changing

situations.

f) Keep records of ALCO meetings etc.

g) Oversee the growth of sustainability of assets and the liabilities

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1.1.3 Head of Treasury; Experience, Responsibilities and Reporting Line:

The Head of Treasury (Head of CAD-1) should have at least 10(ten) years of working

experience in the bank and within it minimum 05 years in different levels of Treasury

related activities. The Head of Treasury (Head of CAD-1) is the member secretary of

ALCO. Head of treasury places the results of balance sheet analysis, along with

recommendations in the ALCO meeting. To avoid any conflict or contradiction the head

of treasury (Head of CAD-1) should directly report to the Managing Director regarding

treasury/fund management related issues of the bank. The Head of Treasury (Head of

CAD-1) will not in charge of any credit related major departments or Risk Management

Division.

1.1.4 Clearance Regarding Availability of Funds from the Treasury Department (CAD-1):

Since Central Accounts Department-1 is solely responsible for treasury/fund

management of the bank, other divisions should collect necessary clearance from the

same department regarding availability of fund before sanctioning of any new bulk

amount of loan or expenditure. Normally the minimum limit of such bulk amount should

be tk. 1.00 crore. The clearance for availability of fund should be taken in black and

white at least 03 days prior to the disbursement/payment date.

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1.2 The ALCO Process:

The details of ALCO process is set out as follow:

1.2.1 Constitution of the ALCO:

The Managing Director of the bank shall be the chairman of ALCO. Head of Treasury

(Head of CAD-1) shall work as the member secretary of ALCO. The committee shall be

constituted as follows:

Sl. No. Designation Position in ALCO

1. Managing Director Chairman

2. Deputy Managing Director Member

3. General Manager (Admin) Member

4. General Manager (Operation) Member

5. General Manager (Accounts, Audit & Recovery) Member

6. Head of Branches Control Department Member

7. Head of Loans and Advances Department-1 Member

8. Head of Loans and Advances Department-2 Member

9. Head of Foreign Exchange Department Member

10. Head of Risk Management Department Member

11. Head of Compliance Department Member

12. Head of Loan Recovery Department-1 Member

13. Head of Loan Recovery Department-2 Member

14. Head of Information and Communication Technology

Department

Member

15. DGM / Manager Local Principal Office Member

16. Head of Central Accounts Department-1 Member Secretary

Head of ALM desk should be a permanent invitee of the ALCO meeting. Following the

requirements of any context the chairman of ALCO can invite other related person.

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1.2.2 Meeting of the Committee:

The ALCO of RAKUB has to sit at least once in a month to discuss various aspects of

ALM. Apart from the regular monthly meeting, special ALCO can also be arranged as

and when any contingent situation arises. The presence of all the members or his/her

representative (in case of the absence of the member) should be ensured in every

meeting.

1.2.3 Key Agenda: The key agenda of ALCO meeting is as below, but not limited to, the following:

(i) Confirmation of minutes of previous meeting

(ii) Review of actions taken in previous ALCO and the status of implementation

(iii) Review of monthly changes in various key parameters

(iv) Overall fund position including loanable funds, maintenance of CRR and SLR,

LCR and NSFR position, Structural Liquidity Profile, etc.

(v) Asset position:

Concentration

Quality

(vi) Liability position:

Deposit mix

Market situation

Concentration

Cost of fund

(vii) Foreign exchange related asset and liability position:

Foreign exchange inflow

Foreign exchange outflow

(viii) Economic and Market Status and Outlook

(ix) Liquidity Risk related to the Balance Sheet

(x) Review of the price / interest rate structure:

Interest rate risk in banking book

Interest rate risk in trading book

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Equity price risk

(xi) Off‐balance sheet position:

Unused portion of lines of credit (undrawn commitments)

Guarantees

(xii) Capital Market Investment position: Solo and Consolidated basis (if any).

(xiii) Investment in associates

(xiv) Leverage Ratio

(xv) Status of Deposit, Recovery, Import, Export, Remittance and Loan & Advances

(xvi) Fund management analysis.

(xvii) Liquidity Position:

Foreign Currency

Local Currency

Projected Cash Inflow & Cash Outflow

Balance Sheet Analysis

Action will be taken by whom and when would be clearly mentioned in every ALCO

minutes.

1.2.4 ALCO Paper: An ALCO paper, covering all the above issues should be presented in every meeting of

ALCO. The Treasury Division (CAD-1) is responsible to present the paper incorporating

all necessary information, analysis and suggestions from the related divisions including

own opinion, if necessary, on the related issues. A separate observation from Risk

Management Unit regarding asset- liability management risk, market risk and liquidity

risk should also be included in the ALCO paper. The decision taken against each issue

should be carefully noted and preserved for not less than 3 years.

1.2.5 Contents of the ALCO Paper: The following items are the key elements that an ALCO paper contains and need

ALCO's oversight on.

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1.2.5.i Confirmation of Minutes of Last Meeting:

This is formal confirmation of the last ALCO meeting minutes.

1.2.5.ii Review of the Action against Decision of the Previous Meetings: This means detailed discussion on the progress on the action against decision of the

previous meetings and review deadline if appropriate.

1.2.5.iii Review of Economy and Markets:

This section starts with the review of key national & global economic developments.

Specific reference to countries whose economies have direct bearing on Bangladesh's

economy (exports, imports, remittances, etc.) is important.

It also added on with an update of the local economy and money market. On the

economic items that must include GDP growth, inflation, credit growth, govt. borrowing,

export, import, remittance, FX Reserve and current account balance. On market items it

must include movement of interbank market liquidity, call money rates, term money

rates, govt. securities yield and a comparison of interest rate offered by comparable

banks is important. The idea of this section is to identify the key elements in the context

of global and national economy and the impact likely to have on the business of the

bank in Bangladesh. ALCO uses this information for making decision regarding the

Bank's business.

1.2.5.iv Review of Balance Sheet and Liquidity Limits:

This part produces the analysis of balance sheet, structural balance sheet limits and

their utilization‐ AD ratio, Commitments, LCR, NSFR, Loan and Deposit Concentrations,

etc. It is important to observe the last few months' trends to get a better perspective.

Items which are not at acceptable levels are reviewed further in details and corrective

actions proposed. It also presents the short term liquidity management limits and their

utilization, wholesale borrowing Limit etc. Observation of last few months' trends' is

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important to get a better perspective.

1.2.5.v Review of the Status of Regulatory Compliance:

This section lists the various regulatory liquidity requirements like as CRR, SLR, Capital

Adequacy, etc. and compliance with those.

1.2.5.vi Top 10 Depositors’ List:

This section presents the top 10 depositors of RAKUB and their share of the total

deposits. The data should be incorporated at tenor‐wise and the share of each of the

depositors as percentage of total deposits of the bank. The trend of the previous months

will give important perspective. Maturity bucketing for each of the deposits (call, 1 week,

1 month, etc.) will be helpful. This helps the bank to have a greater visibility on where

the deposit concentrations are coming from. It is important to track the behavior of these

deposits and take measures so as to avoid any untoward liquidity issues. The corporate

deposits and interbank deposit should also be highlighted in this section.

1.2.5.vii Top 10 Borrowers’ List:

This section lists the top 10 borrowers of RAKUB. The data should be incorporated at

tenor‐wise and the share of each of the borrowers as percentage of total Loans of the

bank. The trend of the previous months will give important perspective. Maturity

bucketing for each of the loanss (call, 1 week, 1 month, etc.) will be helpful in this

regard. This helps the bank to have a greater visibility to detect loan concentrations of

the bank. It is important to track the behavior of these borrowers and take measures so

as to avoid any untoward liquidity issues. Lending to wholesale market should also be

highlighted in this section.

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1.2.5.viii Capital Maintenance:

This section includes details and composition of the capital position of the bank in

relation to the minimum capital requirement. This must be compared to future expected

capital requirement due to forecasted asset growth. It is also important to look at the

Return on Risk Weighted Assets of the bank – again the trend of the past few

quarters/years will give better perspective‐ so as to understand how efficiently the bank

is deploying its capital.

1.2.5.ix Details of Loans and Deposits Movement:

This section is to analyze the detailed trend of loan and deposits. It must be

segment‐wise (retail, corporate, etc.), product‐wise (Current, Savings, SND, Fixed and

Term Deposit etc.) and currency wise. AD ratio movements for the last few periods are

also included in this section.

1.2.5.x Loans and Deposits Projections:

Monthly projections of loans and deposits of the bank for the next 3‐6 month and whole

year are presented to ALCO by the respective divisions. The information is used by ALCO

to understand future liquidity requirements and strategies accordingly. In this respect, it

should be careful to review the historical projection accuracy to understand the level of

adjustments that can be qualitatively applied to the current projections. The projections

should be given both for Foreign Currency & Local Currency as this is more meaningful. If

deemed important, ALCO can also seek segment‐wise projections (e.g. retail, corporate,

etc.) in addition to total loans deposit projections from the respective divisions.

1.2.5.xi Trend of Lending Rates and Deposit Rates:

This section includes the trend of the lending and deposit rates. Product‐wise, segment

wise and currency‐wise breakdown of the rates is incorporated here. The lending and

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deposit rates of other contemporary competitive banks can also be stated here.

1.2.5.xii Other Business Key Indicators:

Apart from the above mentioned issues the key business indicators directly related to

the profitability of the business are highlighted here.

1.2.6 Responsibility of Related Divisions:

All the divisions should be liable to provide necessary information, analysis and

suggestions to Central Accounts Department-1 regarding the issues related with them

which are stated in Section 1.2.3 (Key Agenda) within a stipulated time and the same

will be incorporated in the ALCO Paper. The same department is also liable to

implement the decisions made in ALCO meeting.

1.3 Major Issues:

Following are the major issues regarding asset and liability management within the

scope of ALM policy of the bank.

1.3.1 Market Risk:

The risk arising from market risk factors such as interest rates, foreign exchange rates,

equity prices and the roles and responsibilities of board and senior management of the

bank have been discussed in the Appendix‐I. The ALCO of the bank should observe

various limits which must be approved by the board and ensure proper and effective

implementation of the same.

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1.3.2 Liquidity Risk:

Liquidity risk arises from either the bank's inability to meet its obligations as they fall due

or to fund increases in assets without incurring unacceptable cost or losses. There

should be a vivid Liquidity Risk Management Policy of the Bank with a detailed view

regarding the roles and responsibilities of board and senior management of the bank as

well as liquidity risk detection and mitigation techniques. The ALCO should closely

monitor the developments around various liquidity issues in each and every meeting.

The effectiveness of the Contingency Funding Plan must be verified in the meetings. It

is also mandatory for the Treasury Department (CAD-1) to inform the management

regarding various liquidity issues like as CRR, SLR, SLP, LCR, NSFR, ADR and IDR in

every ALCO meeting of the bank. A detailed Liquidity Risk Management Policy is

illustrated in Appendix‐II.

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PART ‐ B : POLICY STATEMENT

2.00 Policy Statement: For sound maintenance of Asset Liability Risk Management (ALM), Bangladesh Bank,

as regulatory authority, has set different types of policies. In accordance with the

policies set out by B B, the bank is to comply with the following policies and limits:

2.1 Basel III Liquidity Ratios:

Bangladesh Bank has issued separate guidance note on LCR and NSFR under Basel

III. The Basel Committee has introduced new global liquidity standards as a part of the

Basel III capital regime, including the Liquidity Coverage Ratio (LCR) and the Net Stable

Funding Ratio (NSFR). The effect was to increase bank's short and long‐time liquidity

resilience. The LCR addresses whether the bank has adequate high quality liquid

assets to survive stressed liquidity conditions over a 30‐day period, while the NSFR

guides banks to adopt more stable sources of funding over the long time. RAKUB

measures these ratios that are key to liquidity measurement and management.

2.1.1 Liquidity Coverage Ratio (LCR): Liquidity Coverage Ratio (LCR) is a new liquidity standard introduced by the BCBS

(Basel Committee for Banking Supervision). This standard aims to ensure that the bank

has an adequate stock of unencumbered High Quality Liquid Assets (HQLA) which can

be converted into cash at little or no loss of value to meet its liquidity needs for 30

calendar days, i.e in a stressed scenario. The minimum acceptable value of this ratio is

100 percent.

2.1.2 Measurement of LCR:

To measure LCR it requires three important quantities to be defined:

A. Total value of stock of high quality liquid assets

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B. Total cash outflows of next 30 days (stressed scenario)

C. Total cash inflows of next 30 days (stressed scenario)

LCR requirement is met if A is greater than B – C; i.e. if high quality liquid assets

exceed net cash outflows under the stressed scenario. (To make the metric even more

conservative, C is capped at 75 percent of B.)

2.1.3 The Equation:

Stock of high quality liquid assets LCR = ≥ 100%

Total net cash outflows over the next 30 calendar days

Here, Stock of high quality assets = A and

Total net cash outflow over the next 30 calendar days = B–C, where C is maximum 75% of B.

2.1.4 Net Stable Funding Ratio (NSFR): Net Stable Funding Ratio (NSFR) is another new standard introduced by the BCBS

(Basel Committee for Banking Supervision). The NSFR aims to limit over‐reliance on

short‐term wholesale funding during times of abundant market liquidity and encourage

better assessment of liquidity risk across all on and off‐balance sheet items. The

minimum acceptable value of this ratio is 100 percent, indicating that available stable

funding (ASF) should be at least equal to Required Stable Funding (RSF).

2.1.5 Measurement of NSFR:

The calculation of the NSFR requires two quantities to be defined:

D. Available stable funding (ASF)

E. Required stable funding (RSF).

NSFR is met if ASF exceeds RSF, i.e. if ASF/RSF > 1 or 100%.

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2.1.6 The Equation:

Available amount of stable funding (ASF) NSFR = > 100%

Required amount of stable funding (RSF)

2.2 Leverage Ratio:

In order to avoid building-up excessive on and off-balance sheet leverage in the banking

system, a simple, transparent, non-risk based leverage ratio has been introduced.

The leverage ratio is intended to achieve the following objectives:

a. Constrain the build-up of leverage in the banking sector which can damage

the broader financial system and the economy

b. Reinforce the risk based requirements with an easy to understand and a

non-risk based measure.

A minimum Tier 1 leverage ratio of 3% is being prescribed both at solo and consolidated

level.

The ratio is defined as:

Tier 1 Capital

Leverage Ratio =

Total Exposure *

[*after related deductions]

(*=related deductions will be as per "Guidelines on Risk Based Capital Adequacy:

Revised Regulatory Capital Framework for banks in line with Basel III" issued by BB in

December 2014)

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2.3 Other Significant Policy Statements:

To facilitate the ALM process, the Board of the Bank has set other policy statements

(keeping in mind the minimum requirements of LCR, NSFR and Leverage ratio) for the

followings and conduct an annual review (at least) taking into consideration the changes

in the balance sheet and market dynamics.

2.3.1 Advance to Deposit Ratio (ADR):

Although commonly known as Advance to Deposit Ratio, actually the ratio is determined

by putting Advance in numerator and Deposits in denominator. The ratio should be fixed

in such a manner so that there will be no unnecessary liquidity pressure on the Bank in

any point of time. Considering the regulatory liquidity requirements (CRR and SLR), the

maximum value of the ratio shall be derived using the formula {100 %‐ (CRR*+SLR*)}.

Depending upon the capital base, liquidity condition, NPL status etc. and above all the

maintenance of LCR & NSFR, the BoDs can decide adding highest 3.00% with the

result of the above formula to fix a suitable AD ratio (BB, DoS circular no-02, dated-

20.02.2018).

To keep ADR of the bank at the required level, RAKUB will take up the following

strategies:

Increasing quality lending

Controlling large loan disbursement

Introducing new Deposit products with minimum cost

2.3.1.1 The Equation:

The formula for calculating AD ratio is as follows:

ADR = Total Loans and Advances / (Total Time and Demand Liabilities + Interbank

deposit surplus)

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2.3.1.2 Interbank Deposit Surplus:

Deposit from other banks ‐ Deposit with other banks (if negative then 0). The bank

should follow the instruction of BB regarding deduction of some items to calculate total

loans and advances while calculating ADR. Total Demand and Time liabilities are to be

calculated according to BB, DOS Circular No.01/2014.

2.3.1.3 Adjustment of the AD Ratio Limit:

It is important to adjust AD ratio limit with changing condition of the Banks' assets and

liabilities. The Management of the bank has to inform the board regarding AD ratio in

every meeting. So that the board will take quick decision necessary to adjust the ratio.

Note:

CRR = bi‐weekly rate as decided by BB from time to time (Current CRR is

5.5.00%)

SLR = as decided by BB from time to time (Currently SLR is 13.00%)

2.3.2 Wholesale Borrowing Guidelines (WBG):

The aim of wholesale borrowing (WB) guidelines is to set a limit for borrowed fund. The

limit should be set in absolute amount based on bank's eligible capital (Tier‐1 plus

Tier‐2) and considering liquidity needs due to maturity mismatch, borrowing capacity of

the Bank and historic market liquidity. The detail WB guidelines of the bank is shown in

Appendix ‐I I I.

2.3.2.1 Wholesale Borrowing Limit:

Wholesale Borrowing (WB) covers call borrowing, Short Notice Deposit from banks and

financial institutions, placement received with maturity less than 12 months, commercial

papers/similar instruments and overdrawn Nostro accounts. As a Non-Primary Dealer

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bank the WB Limit is capped at 80% of the bank's eligible capital on fortnightly average

basis with maximum two deviations (not more than 90% of the eligible capital of the

bank) in a particular fortnight. The eligible capital determined under Basel III for any

quarter will be applicable as eligible capital until it is determined for the next quarter.

2.3.3 Commitments:

Total Commitments include undrawn portions of continuous loan including interest

thereon and undrawn portions of term loans, outstanding irrevocable letters of credit

and similar instruments, letter of guarantee, acceptances and similar instruments.

Counter guarantee provided by foreign banks with BB rating grade 1 or similar, awarded

by recognized international credit rating agencies against any guarantee, FC held

against Back to Back LC and Margin on LC or guarantee shall be deducted from the

total commitment amount.

2.3.3.1 Commitment Limit:

The commitment limit is fixed considering three important ratios. These are: i) Total

Commitments to Total Assets, ii) Total Commitments to Total Eligible Capital and iii)

Total Commitments to Total High Quality Liquid Assets (HQLA). The highest acceptable

limits of these ratios are less than 50%, less than 500% and less than 250%

respectively. The commitment limit will be the lowest amount of the three ratios

mentioned above.

2.3.4 Structural Liquidity Profile (SLP):

The structural liquidity profile of the Bank provides information regarding maturity

transformation of assets and liabilities in a simple manner. The negative liquidity gap (if

exist), derived by considering assets and liabilities both in local and foreign currencies,

can be taken as a preliminary signal for the need of maturity adjustment of assets and

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liabilities in different time buckets. The Maximum Cumulative Outflow ratio will be

considered as an important benchmark in this regard.

2.3.5 Maximum Cumulative Outflow (MCO): MCO reflects the maximum cumulative outflow against total assets in a maturity bucket.

As per BB Guideline MCO up to one month bucket will not be greater than the sum of

daily minimum CRR plus SLR. For example, at the present rate of CRR and SLR, the

MCO should be 18% (5% CRR+ 13% SLR) for conventional banks. MCO in the other

maturity buckets should be prudently fixed by the BoDs depending on the bank's

business strategy.

With a view to maintaining MCO to the target level management should emphasize on

the following manners:

a) Introduce new product for deposit mobilization

b) Restrict large loan disbursement

c) Concentrate more on NPL, WCL-1 & WCL-2 recovery

Maintaining MCO to the optimum level not only ensures proper liquidity in times of

stress moment but also optimizes return through efficient utilization of available funds.

2.3.5.1 Maximum Cumulative Outflow (MCO) Report: To prepare a liquidity gap report of the Bank, the sequence of activities that need to be

performed is as follows:

➢ Segregate assets and liabilities into different time buckets based on their

remaining maturities;

➢ Place all assets and liabilities in their appropriate time buckets;

➢ Identify the number of time buckets;

➢ Subtract maturing liabilities from maturing assets in order to determine the

liquidity gap, under each bucket;

➢ Compute the cumulative liquidity gap.

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2.3.5.2 The Equation:

The formula for determining maximum cumulative outflow in one month bucket is:

MCO =

Total outflow up to one month +Total OBS exposure up to one month

Total inflow + Net Nostro account balance + Available foreign currency

balance with BB

2.3.6 Interest Rate Risk (IRR): Interest rate risk (IRR) can be defined as decline in earning or in the Bank’s portfolio

value due to interest rate fluctuations. Most of the balance sheet items generate

revenues and costs which are indexed to interest rates; since these rates are unstable

over time, so are earnings. While assuming business activity, IRR acts as a key part.

Taking on excessive IRR can potentially threaten earnings and the Bank’s capital base.

The details of interest rate risk are shown in Appendix‐I.

2.3.6.1 Interest Rate Risk Limit:

The BoDs of the bank will set a limit on the interest rate risk in the banking book. The

limit should be set according to the risk appetite of the bank. The BoDs will also set the

management action plan to reduce interest rate risk, if the situation wants. Both NII (Net

Interest Income) and Market Value of Equity (MVE) limits and action plan should be set

so that management can take necessary action instantly.

2.3.7 Stress Testing: Stress testing techniques provide a way to qualify the impact of changes in a number of

risk factors on the assets and liabilities portfolio of the institution. An effective

management information that ensures flow of information to the senior management to

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take proper measures to avoid certain extreme conditions.

As a starting point the scope of the stress test is limited to simple sensitivity analysis

and it carried out assuming three different hypothetical scenarios:

Minor Level shocks: These represent small shocks to risk factors.

Moderate shocks: It envisages medium level of shocks and the level defined in each

risk factor separately.

Major level shocks: It involves big shocks to all risk factors and also depends

separately for each risk factor.

Stress testing detects the soundness and sustainability of the bank and helps to be

more shock resilient. It enables the bank to accurately assess risk and define the "risk

appetite" of the organization and also provide critical information to senior management

for decision around capital allocation and contingency planning.

2.3.8 Swapped Fund Limit:

Swapped fund is the difference between assets and liabilities including capital

denominated in the same currency. Assets and liabilities will not always in the same

currencies. The Bank exposed to the risk that may not meet by its currency‐wise

obligations as they fall due. Swapped funds position results from reliance on foreign

exchange markets and therefore needs to be controlled. Swapped funds limits are

established on the maximum amount that may be swapped out of foreign currency into

local currency and swapped out of local currency into foreign currency. The term

Swapped Fund is not applicable to RAKUB current business activities. If required, while

applicable, Swapped fund limit for Buy‐Sell or Sell‐Buy SWAP would be set by RAKUB,

BoDs.

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2.3.9 Contingency Funding Plan (CFP):

There should be a liquidity contingency plan to address unforeseen circumstances in its

operations and in the environment. This needs to be approved by the BoDs and

reviewed at least annually to take care of changes in the balance composition. Detail

Contingency Funding Plan (CFP) is included in Appendix‐IV.

A contingency funding plan needs to be approved by the BoDs (ALCO in case of foreign banks).

A contingency funding plan needs to be prepared keeping in mind that enough liquidity is

available to meet the funding requirements in a liquidity crisis situation.

2.3.9.1 Essential Characteristics of a CFP:

An acceptable CFP should have some essential characteristics:

The CFP should identify and assess the adequacy of financial resources (source of

funds) for contingent needs. The plan should identify all back-up facilities, the

conditions related to their use and the circumstances under which the bank

might use them. Periodically, management should test all sources of its

contingency funding plan with the goal of ensuring that there are no unexpected

impediments or complications in case the bank needs to use its contingency lines.

Management should understand the various conditions, such as notice periods, that

could affect access to back-up funding sources.

The CFP should distinguish between the bank’s-specific and general market

liquidity situations, and have appropriate responses to each situation.

The CFP should define responsibilities and decision-making authority so that

all personnel understand their role during a problem situation.

The CFP should identify the sequence that the bank will mobilize and commit

key sources of funds for contingent needs. The degree of uncertainty as to the

magnitude, timing and availability of recourses may call for different priorities in

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different situations.

The CFP should address implementation issues such as procedures the bank should

use to obtain emergency funds or release funds from one use to transfer to

another. It must ensure that there are no constraints, such as blanket liens on all

collateral, which may limit availability of other liquidity sources.

The CFP should identify other actions necessary in the event of an unexpected

contingency.

The CFP should assess the potential for funding erosion (magnitude and rate of

outflow) by source of funds under different scenarios.

The CFP should assess the potential liquidity risk posed by other activities, such as

asset sales and securitization programs.

2.3.9.2 Preparation and Review / Update of CFP:

The contingency funding plan needs to be prepared by the Treasury Department (CAD-1).

The Plan needs to be reviewed/ updated by ALCO and approved by the BoDs of the bank at

least annually or as it is required.

2.3.9.3 Elements of a Typical CFP:

The CFP should contain measures to ensure that the bank is able to respond to a crisis/

specific problem in the local market. The contingency funding plan identifies the trigger

events that could cause a liquidity crisis and describes actions to be taken to manage the

situation. A typical CFP includes the following elements:

2.3.9.3.1 Trigger Events:

Trigger events could include breach in liquidity guidelines/ ratios for certain consecutive

reporting dates, not being able to meet stress cash flows, unsubstantiated rumors, difficulty in

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either capital or funding, market-wise stress, etc. as appropriate.

2.3.9.3.2 Contingency Management Team (CMT):

Bank should have a specific contingency management team. The primary duty of such team is

to monitor and manage stress liquidity condition of the bank.

2.3.9.3.3 Purpose of the Contingency Management team:

The purpose of the CMT is to investigate cause and magnitude of the crisis, assess steps to

prevent occurrence / escalation, understand expected duration of the crisis, assess

market trend and decide on remedial action to mitigate effects of the crisis.

2.3.9.3.4 Details of Action Plan:

This would include information and sources of information/ reports, review of funding sources

and liabilities, plan for asset disposal/ liquidation, plan for communication, liquidity

management plan, etc. It is important to clearly specify the responsible persons for each of

the action items identified. This will ensure that the tasks/ activities during a crisis situation

are undertaken smoothly.

2.3.9.3.5 Critical Contact Information:

Contact numbers of critical internal persons as well as central bank/ interbank contacts need to

be included in the Contingency Management Plan. This will ensure that in times of a crisis, the

numbers should be handy.

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2.3.9.3.6 Brief Summary of Regulations and Contingency Liquidity Sources:

This will include information on CRR/ SLR and other regulatory liquidity requirements, liquidity

facilities offered by central bank, and a quantification of the liquidity that may be assumed to

be available from different sources.

2.3.9.3.7 Regulatory Compliance:

There should be a firm policy on compliance with Bangladesh Bank requirements relevant to

ALM, such as CRR, SLR, CRAR, Single Borrower Exposure, ADR, LCR, NSFR etc.

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Appendix‐I: Market Risk Management

3.00 Market Risk:

Market risk refers to the risk of losses in the bank's trading book due to changes in

equity prices and other indicators whose values are set in a public market. Banks are

exposed to market risk in a variety of ways. Market risk exposure:-

a) May be explicit in portfolios of securities, equities and other instruments

that are actively traded.

b) May be implicit such as interest rate risk due to mismatch of assets and

liabilities.

c) May arise from activities categorized as off‐balance sheet items.

3.1 Sources of Market Risk:

The major sources of Market Risk to which assets and liabilities of the Bank are

exposed to are stated below.

Interest Rate Risk

Foreign Exchange Risk

Equity Risk

Commodity Risk

3.1.1 Interest Rate Risk:

Interest Rate Risk is the potential loss from unexpected changes in interest rates which

can significantly alter a bank’s profitability and market value of equity. Excess interest

rate risk can significantly jeopardize the bank's incomes and capital base. Variations in

the interest rates influence the bank's incomes and change its net interest revenues and

the level of other interest-sensitive earnings and operative costs. That is why the effective

interest rate risk management that keeps risk in reasonable limits is of vital importance for

a bank’s stability.

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3.1.1.1 Types of Interest Rate Risks:

a) Reprising Risk

b) Basis Risk

c) Yield Curve Risk

d) Embedded Option Risk

3.1.1.1.1 Reprising Risk:

As a financial broker, bank faces interest rate risk every day. The most common and

debated form of interest rate risk originates from the time differences of maturity (for

fixed rate), and changes in the interest rates (for floating rate) of the bank's assets,

liabilities and off-balance sheet items. Although these discrepancies are fundamental for

the bank's activity, they can expose the bank's income and basic economic value to

unexpected fluctuations when interest rates vary. For example, a bank which finances a

long term credit with a fixed interest rate with a short term deposit can experience a

decrease in the future revenues and in its basic value if the interest rates rise. This

decrease happens because the cash flows are fixed for the credit period while the

interests paid on the funding are variable and the interest rates' increase takes place after

the short-term deposit matures.

3.1.1.1.2 Basis Risk: Interest rates on assets and liabilities do not change in the same proportion. Basis risk

arises when interest rates of different assets and liabilities change in different

magnitudes. The basic risk is a result from a weak correlation adjustment of the interest

rates which are received and paid on various instruments otherwise having the same

reprising characteristics. When the interest rates change, that absence of correlation

can cause unexpected alterations in the cash flow and the spread between assets,

liabilities and OBS instruments with similar maturities.

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3.1.1.1.3 Yield Curve Risk:

The risk of experiencing an adverse shift in market interest rates associated with

investing in a fixed income instrument. Risks caused due to the change in the yield

curve from time to time depending on the reprising and various other factors. Yield

Curve is the relation between the interest rate (or cost of borrowing) and the time to

maturity of the debt for a given borrower in a given currency.

The shape of the yield curve is influenced by supply and demand. The yield curve may

also be flat or hump shaped due to anticipated interest rates being steady or short term

volatility outweighing long term volatility.

3.1.1.1.4 Embedded Option Risk:

Embedded Option Risk is the potential risk of client's right of choice. It arises from

imbedded options of repayment of loans, bonds and premature withdrawal of deposits

before their predetermined maturity dates. This type of risk can have an adverse impact

on the profit or economic value of the bank's own capital via a decrease in the assets'

profitability, increase in the funds' cost or decrease in the expected cash flow's net

present value. For example, if a client repays his credit earlier during a period of

decreasing interest rates, the bank will not receive the initially expected cash flow. And

thus it will have to reinvest the sum at a lower interest rate.

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3.1.1.2 Interest Rate Risk Measurement Techniques:

There are different methods for the calculation of interest rate risk, but none is appropriate

for the bank simultaneously. Regardless of the diversity, all methods require solid

accounting information for monitoring and timely reporting of exposures to interest rate risk.

The most frequently used methods for interest rate risk measurement are as follows:

Discrepancy analysis (GAP analysis)

Measuring risk to net interest income (NII)

Duration analysis

Simulation models

3.1.1.2.1 Discrepancy Analysis (GAP Analysis):

The discrepancy analysis is the most frequently used method for interest rate risk

assessment. Discrepancy is the difference between interest sensitive assets and

interest sensitive liabilities (including off-balance items) over a particular period of time.

The discrepancy analysis includes both assets and liabilities with fixed and floating

interest rate. In this method the bank's assets and liabilities are grouped in different time

periods depending on their maturity; where the schedules include the following

categories: 1 day, 2 days to 1 month, 1 month to 3 months, 3 to 6 months, 6 months to

1 Year, 1 year to 2 Years, 2 to 5 years and over 5 years.

There are 03 (three) options in considering discrepancy analysis:

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If a bank has a positive gap (RSA>RSL) and interest rates rise the NII will

improve since more assets than liabilities will be revaluated at higher interest

rates. Conversely, if interest rates drop, revenues will decrease.

If a bank has a negative gap (RSA<RSL) and interest rates rise the NII will

decrease since more liabilities than assets will be revaluated at higher interest

rates. Conversely, if interest rates drop, revenue NII will improve.

The 'discrepancy analysis' method has several advantages. The method is easy to

develop and use; the results are clear and easy to analyze; its performance is best in

banks with relatively low profile of interest rate risk and no options. The basic weakness

with this model is that this method takes into account only the book value of assets and

liabilities and hence ignores their market value.

3.1.1.2.2 Measuring Risk to Net Interest Income (NII):

Gap schedules can provide an estimate of changes in bank’s net interest income given

changes in interest rates. The gap for particular time band can be multiplied by a

hypothetical change in interest rate to obtain an approximate change in net interest

income. The formula to translate gaps into the amount of net interest income at risk,

measuring exposure over several periods, is:

NII = Xi Periodic Gap X Maturity Bucket Where,

NII = Change in net interest income

i = Change in interest rate

Periodic Gap = (RSA-RSL)

Maturity Buckets = 1 day, 2-7 days, 8 days to 1 month, 1-3 months, 3-12 months, 1-5 years and

5+ years.

The size of the interest rate movement used in the analysis can be based on a variety of

factors, including historical experience, simulation of potential future interest rate

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movements and the judgment of bank management. The gap reports are important to an

interest rate risk management program because they indicate how much net interest

income is at risk, and, to some extent, the timing of the risk. However, gap analysis has a

number of shortcomings.

a) gap analysis does not capture basis risk or investment risk and is generally

based on parallel shifts in the yield curve;

b) gap analysis does not take account of variation in the characteristics of

different positions within a time band;

c) gap analysis does not account for the time value of money;

d) gap analyses fail to capture variability in non-interest revenue and expenses,

which is potentially an important source of risk to current income.

3.1.1.2.3 Duration Analysis:

The duration is a measure for the percentage deviation of the economic value of an

individual position which will occur at a small change of the interest rates. It measures

the relative sensitivity of the value of these instruments to changing interest rates (the

average term to re-pricing), and therefore reflects how changes in interest rates will affect

the bank’s economic value, that is, the present value of equity. It shows the time and

amount of cash flows which are received before the instruments' contractually- agreed

maturity.

Duration analysis can be of three types;

Simple duration

Modified duration.

Effective Duration

Simple Duration: Simple duration is expressed in time units. It is assumed for

the positions that fall into each time bucket. The durations are then multiplied by an

assumed change in interest rates to construct a weight for each time band. In some

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cases, different weights are used for different positions that fall within a time band.

Modified Duration: In the financial circles the term duration usually refers to

modified duration which is expressed in ratio. Modified duration is a variety of the simple

duration which calculates the interest rate risk sensitivity of the instruments' price.

Effective Duration: Effective Duration further refines the modified duration and

is particularly useful when a portfolio contains callable securities. It uses simulation

techniques to calculate the change in price of an instrument for a given change in

interest rates. For assets with variable cash flows, it is appropriate to calculate the

effective duration rather than the modified duration.

3.1.1.2.4 Simulation Models:

Banks having complex financial instruments or otherwise having complex risk profiles may

employ more sophisticated interest rate risk measurement systems. Simulation models are

sophisticated models and a valuable complement to gap and duration analysis. The models

include a process of generating several interest rate scenarios over a time period. It

utilizes computer power to provide what if scenarios, for example: What if:

The absolute level of interest rates shift

Marketing plans are under-or-over achieved

Margins achieved in the past are not sustained/improved

Bad debt and prepayment levels change in different interest rate scenarios

Simulation is used to measure interest rate risk by estimating what effect changes in

interest rates, business strategies and other factors will have on net interest income, net

income and interest rate risk positions. Simulation models can also be used to calculate

the present value and durations of assets and liabilities. The main advantage of the

simulation methods is that they are dynamic and forward-oriented. Bank can change

their interest rate scenarios depending on many factors such as pricing and structure of

assets and liabilities.

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The accuracy of the models described above deepened on the validity of the used

output data. If output data is incorrect, the results cannot accurately reflect the interest

rate risk to which the bank is exposed. Another weakness of those models is that they

require technical experience for their development and detailed information about

maturities and interest rates.

3.1.1.3 Interest Rate Risk (IRR) Management :

IRR management is one of the key strategic and policy issues for the Bank’s

management. If, for example, the Bank has more rate‐sensitive liabilities than assets, a

rise in interest rates would reduce profitability, while a decline in interest rates will raise

Bank's profits.

The principal objectives in managing interest rate risk are: to ensure an optimal and

stable income stream while controlling risks within tolerable parameters; and to manage

the level of the exposure to adverse movements of interest rate in order to limit the

potential impact thereof.

Key Indicators of IRR Net Interest Income (earning perspective).

Market Value of Equity (economic value perspective).

Sources of IRR

➢ The regulatory environment

➢ Government policy related to economic growth indicators

➢ The size and sources of interest‐bearing assets and liabilities.

➢ Liquidity risk

➢ Market and operational risk

➢ Credit risk

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3.1.2 Foreign Exchange Risk:

Foreign exchange risk is the risk that a mismatch between the composition of asset and

liabilities (in a particular foreign currency) may have an adverse effect on net cash flow

and the value of the Bank’s net equity due to movements in exchange rate.

3.1.3 Equity Risk:

Equity Risk is the risk that arises due to the the decrease of fair value of equities as a

result of changes in the levels of equity indices and the value of individual stocks. These

losses could arise because of changes in the value of listed shares held directly by the bank;

changes in the value of listed shares held by a bank subsidiary; changes in the value of listed

shares used as collateral for loans from a bank or a bank subsidiary, whether or not the

loan was made for the purpose of buying the shares; and changes in the value of unlisted

shares.

The equity risk is "one‐sided" – equity securities must be held at the lower of cost or

market value. If market value drops below cost, the bank is required to form loss

allowances or "provisions" on the liability side of the balance sheet, by means of an

expense on the profit and loss account. However, if market values rise above cost,

there is no corresponding income recorded unless the security is sold. Even though the

one‐sided risk is purely in an accounting sense, it will have a real implication for banks

that fall below required levels of regulatory capital because of declines in the market

value of securities they hold. Accordingly, it is vitally important for banks to measure,

monitor and control their equity market risk.

3.1.3.1 Effective Equity Price Risk Management

There should be an effective equity risk management system with following criteria:

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a) Policies for equity investments reflect the board's risk appetite and provide

clear authorities, conservative limits and assigned responsibilities.

b) These policies permit risk taking authority consistent with the expertise of

bank personnel;

c) Senior management has broad capital markets experience, established strong

policy controls and risk limits.

d) Policy exceptions properly approved. There are formal procedures to report

how and why exceptions have occurred and how they have been resolved.

e) Trading and sales personnel have broad experience in the products traded,

technically competent and comfortable with the bank's culture.

f) Risk management personnel have depth understanding of equity market risk

and risk management principles, including VaR.

g) Equity investments in companies that the bank have never before invested in

are subject to a formal review program, with all relevant bank units

participating in risk assessment and control procedures.

h) The firms in whose shares the bank or its subsidiary is considering investing

is analyzed rigorously and by reviewing as much or even more financial

information, as would be reviewed in a credit decision.

i) Management reports are prepared independently of the investing, trading

function and provide a comprehensive and accurate summary of investing

and trading activity. Management at all levels has to understand and monitor

equity market risk.

j) Incompatible duties must be properly segregated. Risk monitoring, valuation

and control functions are independent of the trading and investing functions.

k) The bank has to conduct stress tests regularly and a precise understanding

and measurement of how much and why profitability, balance sheet capital,

and regulatory capital will be affected by major declines in the equity market

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overall, or in the value of individual shares.

l) For share investment the bank has to devote significant staff resources to

obtain, verify and analyze financial information on these companies.

3.1.3.2 Securities Portfolio Management Process:

To develop and maintain a sound securities portfolio, the bank must have:

i. an effective formal evaluation process that provides for an objective analysis and

assessment of securities investment proposals; and

ii. clearly defined, prudent and appropriate levels of delegation of securities

transaction approval authority, formally established in writing.

3.1.3.3 Securities Portfolio Monitoring and Controlling Procedures:

The bank needs to develop and implement effective and comprehensive procedures,

accounting policies and information systems to monitor and manage the characteristics and

quality of its securities portfolio. These procedures should be appropriate to the size and

complexity of the bank’s securities activities and, at a minimum, need to include:

i. Systems to measure and monitor securities positions;

ii. Controls governing the management of the securities portfolio; and

iii. Independent inspections or audits.

:Systems to Measure and Monitor Securities Portfolio (׀ Managing securities activities requires a clear understanding of the nature and

characteristics of the securities portfolio and securities positions. To make these

determinations, the bank needs to ensure that:

a) effective information systems are developed and used to appropriately record,

regularly monitor and evaluate the securities portfolio;

b) appropriate and conservative accounting policies and procedures are developed,

documented and implemented to properly classify and carry securities on the books

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of account of the bank and recognize income related to such securities.

:Securities Portfolio Management Controls (׀׀ Effective procedures and controls ensure that securities activities are in compliance with

the bank’s securities portfolio management policies and provide safeguards to protect a bank

from potential losses by ensuring that unauthorized exposure does not occur from

improper or uncontrolled securities activities.

The key elements of any securities portfolio management control program are well-defined

guidelines governing:

a) organizational controls to ensure that there exists a clear and effective

segregation of duties between those persons who authorize, initiate or supervise

securities activities and those persons who are responsible for operational functions such as

the physical custody of securities, or arranging prompt and accurate settlement of securities

transactions, or account for securities activities;

b) procedural controls to ensure that securities are properly recorded and accounted

for by the bank, transactions are settled in a timely and accurate manner and unauthorized

securities activities are quickly identified and reported to the management; and

c) controls to ensure that securities activities are monitored frequently against the

bank’s securities portfolio management policies at the same time risk limits, and excesses

reported.

Moreover, it is to be ensured that employees conducting securities trading activities on behalf

of the bank do so with a written code of conduct or guideline governing securities

dealing. Such a guideline or code of conduct should provide guidance respecting trading

with related parties and transactions in which potential conflicts of interest exist. These

should include trading with affiliated entities, personal trading and investment activities of

securities portfolio management personnel, including trading on insider information and

taking personal gain from one’s position, and trading relationships with securities dealers

with whom the bank deals.

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:Independent Inspection/Audit (׀׀׀

Independent inspections/audits provide an objective assessment of the securities portfolios’

existence, quality and value, the integrity of the securities portfolio management process, and

they promote the detection of problems relating thereto. The bank should use them to ensure

compliance with, and the integrity of, the securities portfolio management policies and

procedures. Independent inspections/audits should, at a minimum, and over a reasonable

period of time, test the bank’s securities portfolio management activities in order to:

a) ensure that securities activities are in compliance with the bank’s securities

portfolio management policies and procedures, and with the laws and

regulations to which these activities are subject;

b) ensure that securities transactions are duly authorized and accurately and

completely recorded on the books of the bank;

c) ensure that recorded securities are conservatively valued on the books of the bank;

d) confirm that securities held by depositories to the order of the bank conform with the

records of the bank;

e) ensure that management has established suitably designed controls over securities

positions and that such controls operate effectively;

f) ensure the adequacy and accuracy of management information reports regarding

the bank’s securities portfolio management activities; and

g) ensure that personnel involved in securities portfolio management are provided

with accurate and complete information on the bank’s securities portfolio

management policies and risk limits and have the expertise required to make

effective decisions consistent with these policies.

3.1.3.4 Securities Portfolio Concentration Limits:

Clearly defined and documented securities portfolio concentration limits ensure that the

nature and level of a bank’s exposure in the form of securities position is appropriately

diversified and does not exceed sound and prudent limits. Securities portfolio

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concentration occurs when a bank’s securities portfolio contains an excessive level of

exposure to one type or class of security or a single or group of associated issuers of

securities.

At a minimum, securities portfolio diversification policies must place sound and prudent

aggregate and individual exposure limits for each type or class of security, and for single

issuers and groups of associated issuers in which the bank is permitted to invest. Usually,

limits by class of security include limits for how much of the portfolio should be made up of

specific types of securities such as equities and the portfolio concentration by industrial

sector. Such limits need to be established in the context of the bank’s aggregate exposure

to a single issuer or group of associated issuers in terms of both securities and credit

exposures. The management of such aggregate exposures is usually done at a level senior to

securities traders and lending personnel so as to ensure that appropriate “firewalls” are

maintained between the securities portfolio and credit risk management areas of the bank.

Securities concentrations by single or associated issuer need to be reviewed regularly.

3.1.3.5 Securities Analysis and Assessment:

Securities investment decisions should be made only after careful examination and

consideration of several areas including:

a) the bank’s securities portfolio management policies, and other corporate

objectives and policies, such as the nature of the bank’s liabilities and the need to maintain

adequate liquidity;

b) potential risks and returns related to a particular security within the overall

context of the bank’s securities portfolio management policies, the composition of the

securities portfolio and the reasonable expectation of a fair return or appreciation given the

nature of the security, and the risk of loss or impairment;

c) current and projected regulatory and economic/financial environment under which

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securities transactions are made; and

d) investment alternatives.

3.1.3.6 Securities Transaction Approval Authorities:

Clearly defined and appropriate levels of securities transaction authority help to ensure that

the bank’s securities activities are appropriately undertaken and that securities positions do

not exceed the limits established under its securities portfolio management policies.

Authorities may be absolute, incremental or a combination thereof, and may also be

individual, pooled or shared within a committee. The delegation of authority needs to be

clearly documented, and should include as a minimum:

a) the absolute and/or incremental securities transaction approval being delegated;

b) the units, individuals, positions or committees to whom securities transaction

authority is being delegated;

c) the ability of recipients to further delegate approval authority; and

d) the restrictions, if any, placed on the use of delegated authority.

The degree of delegation of securities transaction authority will depend on a number of

variables including:

i. the bank’s securities portfolio management objectives and overall risk philosophy;

ii. the quality of the securities portfolio;

iii. the ability of the bank to absorb losses;

iv. the size and types of securities and the complexities of risks being assessed; and

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v. the experience and ability of the individuals responsible for carrying out the

securities portfolio management activities.

Assessments of the securities portfolio management activities should be presented to the

bank’s board on a timely basis for review.

3.1.3.7 Measuring Equity Price:

3.1.3.7.1 Value at Risk (VaR):

The Value at Risk model (VaR) is the most common measurement method used by the

investors to generalize their market risk exposures. Risk is about the odds of losing

money, and VaR is based on that common-sense fact. By assuming investors care

about the odds of a really big loss, VaR answers the question, "What is the worst-case

scenario?" or "How much is the loss in a really bad month?"

A VaR statistic has three components: a time period, a confidence level and a loss

amount (or loss percentage). Following are examples of variations of the question that

VaR answers:

What is the most - with 95% or 99% level of confidence - expect to lose over the

next month?

What is the maximum percentage - with 95% or 99% confidence - expect to lose

over the next year?

Generally there are three methods of computing VaR:

a) Parametric or variance-covariance method

b) Historical simulation method

c) Monte Carlo simulation method

Among these methods, the historical simulation method is simple to apply and fairly

straightforward to explain. Data sets used for this method are easily available.

Therefore, the investors are encouraged to calculate VaR for secondary market shares

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that are held for trading using historical simulation method. However, to calculate the

VaR for overall investment portfolio of a bank, the variance ‐ covariance method is also

generally used method.

(a) Variance‐Covariance Method:

According to the parametric VaR method (Variance‐covariance method), the most

important factor for risk determination of a position is to identify its' volatility. The

volatility can be calculated with the aid of the standard deviation. The standard deviation

of a composite portfolio with two sub-portfolios consists of three elements:

;standard deviation of the first portfolio (׀

;standard deviation of the second portfolio (׀׀

.factor showing a correlation between the two portfolios (׀׀׀

The following formula can be used to assess the VaR of a portfolio consisting more than

two stocks:

Portfolio VaR= Total Portfolio X SD of Portfolio, Where,

Standard Deviation, SD = [S₁2 + S2

2+ S3

2+ 2S₁S2 P (1, 2) + 2 S1S3P (1,3) + 2 S2S3 P (2,3)]

1/2

Here,

S1 = the standard deviation or volatility of the first asset

S2 = the standard deviation or volatility of the second asset S3 = the standard

deviation or volatility of the third asset

P = Correlation

(b) Historical Simulation Method:

The historical simulation method is the most popular and simplest method which simply

re-organizes actual historical returns, putting them in order from worst to best. It then

assumes that history will repeat itself, from a risk perspective.

In the following data sheet last calendar month daily return has been simulated where

there are 20 daily returns. According to the the method confidence level is 95%. VaR

significance level is 5% which means that among the 20 days' daily return maximum 5%

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daily return (1 day) would be worse than the VaR level. It also states that in a given day

maximum losses as per the confidence level would be (-) 1.18% which means that in a

tk.100 investment there is 5% chance of loss of tk.1.18/- where the worst loss of the

stated month is tk 1.50/- on the 6th day.

No. of days 20

Confidence Level 95% Significance Level 5%

5th percentile H S VaR -1.18%

Chronologically date wise return

Sorted worst to best

Date Return (%)

Date Return (%) 1st day 0.42

2nd day 0.01

18th day -1.16 3rd day -0.49

12th day -1.09

4th day -0.41

5th day -0.90 5th day -0.90

15th day -0.75

6th day -1.50

3rd day -0.49 7th day -0.21

4th day -0.41

8th day 0.69

7th day -0.21 9th day 0.01

9th day 0.01

10th day 1.39

2nd day 0.01 11th day 1.01

19th day 0.09

12th day -1.09

17th day 0.24 13th day 1.07

20th day 0.30

14th day 2.17

1st day 0.42 15th day -0.75

8th day 0.69

16th day 1.22

11th day 1.01 17th day 0.24

13th day 1.07

18th day -1.16

16th day 1.22 19th day 0.09

10th day 1.39

20th day 0.30

14th day 2.17

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(c) Monte Carlo Simulation Method:

Monte Carlo Simulation is complete method which incorporates all market variables. It is

used to analyze VaR with a large number of hypothetical scenarios on the basis of

measured movements. For example, with 250 days' daily return of the last calendar

year used for the Historical Simulation VaR, Monte Carlo can create a countless

number of possible scenarios. Each historical result for an individual variable is

combined with each possible historical result combination for all other market variables.

As scenarios are randomly drawn out of that large number of scenarios created by the

model, the analysis is called Monte Carlo Simulation. These randomly selected

scenarios are applied to the current portfolio and the Value at Risk is calculated.

3.1.4 Commodity Risk:

Commodity risk refers to the uncertainties of future market values and of the size of the

future income, caused by the fluctuation in the prices of commodities. It arises out of

adverse movements in the world prices, exchange rates, basis between local and world

prices. The risk connected with the commodity exchange prices is the probability of

unfavorable changes in the value of commodities traded by the bank. What is more,

changes in the market liquidity are often accompanied by significant price volatility. That

is why the commodities' prices are in broad lines more unstable than those of most

financial assets commonly traded. The risk assessment associated with commodities prices

should be performed market by market and it should include not only analysis of historical

price movements, but also assessment of the supply and demand structure on the market,

so that the probability for unusually large price movements can be assessed.

A commodity enterprise needs to deal with the following kinds of risks:

Price risk

Quantity or volume risk

Cost risk

Political risk

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3.2 Managing Market Risk:

The Bank puts in place a set of systems and procedures appropriate to its size and

complexity of its operations for identifying, measuring, monitoring and controlling market

risk. The risk appetite in relation to market risk assessed keeping in view the capital of the

bank as well as exposure to other risks. Once the market risk appetite is determined, the

bank have to develop a strategy for market risk‐taking in order to maximize returns while

keeping exposure to market risk at or below the predetermined level.

3.3 Stress Testing:

The risk measurement system of RAKUB supports a meaningful evaluation of the effect

of stressful market conditions on the bank. Stress testing designed to provide

information on the kinds of conditions under which strategies or positions would be most

vulnerable and thus be tailored to the risk characteristics of the bank. The stress

scenarios include:

a) Abrupt changes in the general level of market rates

b) Changes in the relationships among key market rates

c) Changes in the slope and the shape of the yield curve

d) Changes in the liquidity of key financial markets or changes in the

volatility of market rates.

e) Conditions under which key business assumptions and parameters

breakdown.

In conducting stress tests, special consideration given to instruments or markets where

concentrations exist as such positions more difficult to liquidate or offset in stressful

situations. The bank will consider "worst case" scenarios in addition to more probable

events. Management and the board of directors periodically review both the design and

the results of such stress tests and ensure that appropriate contingency plans are in

place.

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Appendix‐II: Liquidity Risk Management

4.1 Liquidity Risk:

Liquidity Risk is the risk that a company or bank may be unable to meet short term

financial demands. This usually occurs due to the inability to convert hard asset to cash

without a loss of capital and/or income in the process. The Bank is to maintain enough

liquidity required at all times and in all circumstances. The minimum criterion is to meet

the commitments as and when they fall due. The possible needs of liquidity shall be

measured keeping in view:

- The need to replace the net outflow of funds.

- The need to compensate for the non receipt of expected cash flows.

- The need to meet the contingent liabilities when they become due.

- The need to undertake a new transaction.

The Bank will evolve a system of collecting information pertaining to the flow of funds

and the extent of mismatches and to monitor the flow of funds on a dynamic basis over

a specified time frame. The likely inflows and outflows of funds from both sides of the

balance sheet are to be reasonable estimated by producing a monthly cash flow

analysis chart covering:

Net inflow of deposits, after netting of maturities / premature closure of

deposits.

Net outflow of advances, after netting of expected payments / premature

closure of loans

Net outflow of investments, after netting of maturing investments / disposal

of securities.

Inter-bank obligations / claims etc.

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4.1.1 Liquidity Risk Indicators:

Given below are some early warning indicators that have potential to ignite liquidity problem

for a bank. Bank management needs to monitor carefully such indicators and exercise careful

scrutiny wherever it deems appropriate. Examples of such internal indicators are:

(i) A negative trend or significantly increased risk in any area or product line;

(ii) Concentrations in either assets or liabilities;

(iii) Deterioration in quality of credit portfolio;

(iv) A decline in earnings performance or projections;

(v) Rapid asset growth funded by volatile large deposit;

(vi) A large size of off-balance sheet exposure;

(vii) Deteriorating third party evaluation (negative rating) about the bank and negative

publicity;

(viii) Unwarranted competitive pricing that potentially stresses the banks.

Liquidity risk management involves not only analyzing banks on- and off-balance sheet

positions to forecast future cash flows, but also how the funding requirement would be

met. The latter involves identifying the funding market the bank has access to,

understanding the nature of those markets, evaluating banks current and future use of the

market and monitoring signs of confidence erosion.

4.2 Liquidity Risk Management: Liquidity risk management is of paramount importance because a liquidity shortfall

jeopardizes banking operations resulting severe reputational loss. The bank is

responsible for the sound management of liquidity risk. It should establish a robust

liquidity risk management framework that ensures sufficient liquidity, including a cushion

of unencumbered, high quality liquid assets, to withstand a range of stress events,

including those involving the loss or impairment of both unsecured and secured funding

sources. Management should assess the adequacy of both the bank's liquidity risk

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management framework and its liquidity position and should take prompt action if the

bank is deficient in either area in order to protect depositors and to limit potential damage

to the financial system. For a sound liquidity risk management the bank:

should have a sound process for identifying, measuring, monitoring and (׀

controlling liquidity risk. This process should include a robust framework for

comprehensively projecting cash flows arising from assets, liabilities and off-balance

sheet items over an appropriate set of time horizons.

should conduct stress tests on a regular basis to identify sources of potential (׀׀

liquidity strain and to ensure that current exposures remain in accordance with a bank’s

established liquidity risk tolerance.

should have a formal contingency funding plan (CFP) that clearly sets out the (׀׀׀

strategies for addressing liquidity shortfalls in emergency situations. A CFP should

outline policies to manage a range of stress environments, establish clear lines of

responsibility, be regularly tested and updated to ensure that it is operationally robust.

should maintain a cushion of unencumbered, high quality liquid assets to be (˅׀

held as insurance against a range of liquidity stress scenarios. There should be no

legal, regulatory or operational impediment in using these assets to obtain funding.

4.2.1 Role of Board: The prerequisites of an effective liquidity risk management include an informed board,

capable management and staff having relevant expertise and efficient systems and

procedures. It is primarily the duty of board of directors to understand the liquidity risk

profile of the bank and the tools used to manage liquidity risk. The board has to ensure

that the bank has necessary liquidity risk management framework and the bank is capable of

dealing with uneven liquidity scenarios. The board should approve the strategy and

significant policies related to the management of liquidity. Generally, the responsibilities

of the board include:

(i) providing guidance on the level of appetite for liquidity risk;

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(ii) appointing senior managers who have ability to manage liquidity risk and delegate

to them the required authority to accomplish the job;

(iii) continuously monitoring the bank's performance and overall liquidity risk profile

through reviewing various reports; and

(iv) ensuring that senior management takes the steps necessary to identify, measure,

monitor and control liquidity risk.

4.2.2 Role of Senior Management:

Maintenance of sound liquidity position largely depends on the proficiency of senior

management. For a robust liquidity management system, Senior Management should:

1. develop a strategy, policies and practices to manage liquidity risk in accordance

with the risk tolerance and to ensure that the bank maintains sufficient liquidity.

2. review information on the bank’s liquidity developments and report to the board

of directors on a regular basis. Policies and practices related to the management of

liquidity at least annually be reviewed and ensure that senior management manages

liquidity risk effectively.

3. have a thorough understanding of the close links between funding liquidity risk

and market liquidity risk, as well as how other risks, including credit, market, operational

and reputation risks affect the bank’s overall liquidity risk strategy.

4. monitor current trends and potential market developments that may present

significant, unprecedented and complex challenges for managing liquidity risk so that they

can make appropriate and timely changes to the liquidity strategy as needed.

5. report the liquidity position to the board of the bank. The board should be

informed immediately of new or emerging liquidity concerns.

6. ensure that an internal inspection/audit function reviews and assesses the

liquidity management program.

7. ensure that liquidity is managed and controlled within the liquidity management and

funding management programs;

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4.2.3 Management Information System (MIS): The bank has to develop an effective management information system (MIS) for sound

liquidity risk management to collect the required data from the respective sources, to

analyze the data and for reporting it to appropriate authority for reviewing the policy of

liquidity risk. Information should be readily available for day‐to‐day liquidity management

and risk control, as well as during times of stress. Data should be appropriately

consolidated, comprehensive yet succinct, focused, and available in a timely manner.

Ideally, the regular reports a bank generates will enable it to monitor liquidity during a

crisis; management would simply have to prepare the reports more frequently. Bank

management should keep crisis monitoring in mind when developing liquidity MIS.

Besides other types of information important for managing day‐to‐day activities and for

understanding the bank's inherent liquidity risk profile should include:

a) Asset quality and its trends

b) Monthly basis earnings projections.

c) Bank's general reputation in the market and the condition of the market

d) The type of new deposits being obtained as well as its source, maturity and

price to be collected, processed and reported by Treasury Division (CAD-1).

e) Daily Liquidity Position, Interbank Lending/Borrowing Position Foreign

Currency Trading and buying and selling position etc.

As far as information system is concerned, various units of the bank related to treasury

activities, the treasury operation and risk management department are to be integrated.

Furthermore, management should ensure proper and timely flow of in an integrated

manner; however, reporting lines are kept separate to ensure independence of these

functions.

4.3 Liquidity Policies:

Sound and prudent liquidity policies set out the sources and amount of liquidity required to

ensure it is adequate for the continuation of operations and to meet all applicable regulatory

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requirements. These policies must be supported by effective procedures to measure,

achieve and maintain operating liquidity. Operating liquidity refers to the level of liquidity

required to meet a bank’s day-to-day cash outflow commitments. Factors influencing a

bank’s operating liquidity include:

i. cash flows and the extent to which expected cash flows from maturing assets

and liabilities match; and

ii. the diversity, reliability and stability of funding sources, the ability to renew or

replace deposits and the capacity to borrow.

For regulatory purposes a bank is required to hold a specific amount of assets classed as

“liquid”, based on its deposit liabilities. Generally, undue reliance should not be placed on

these assets, or those formally pledged, for operating purposes other than as a temporary

measure, as legally they may not be available for encashment if needed. In assessing the

adequacy of liquidity, the bank needs to accurately and frequently measure:

a) the term profile of current and approaching cash flows generated by assets and

liabilities, both on- and off-balance sheet;

b) the extent to which potential cash outflows are supported by cash inflows over

a specified period of time, maturing or liquefiable assets, and cash on hand;

c) the extent to which potential cash outflows may be supported by the bank’s ability

to borrow or to access discretionary funding sources; and

d) the level of statutory liquidity and reserves required and to be maintained.

The bank should formulate liquidity policies, which are recommended by senior

management/ALCO and approved by the board. Board should ensure that there are adequate

policies to govern liquidity risk management process. The key elements of the bank’s liquidity

policy should include:

i. a statement of liquidity risk appetite;

ii. general liquidity strategy (short- and long-term), specific goals and objectives

in relation to liquidity risk management, process for strategy formulation and

the level within the bank it is approved;

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iii. roles and responsibilities of individuals performing liquidity risk management

functions, including structural balance sheet management, pricing, marketing,

contingency planning, management reporting, lines of authority and responsibility

for liquidity decisions;

iv. liquidity risk management structure for monitoring, reporting and reviewing

liquidity;

v. liquidity risk management tools for identifying, measuring, monitoring and

controlling liquidity risk (including the types of liquidity limits and ratios in place

and rationale for establishing limits and ratios);

vi. mechanisms for dealing with deviations from the policy and the restrictions it

imposes; and

vii. contingency plan for handling liquidity crises.

To be effective the liquidity policy must be communicated down the line throughout the

bank. It is important that the board and senior management ensure that policies are

reviewed on a regular basis (at least annually) and when there are any material changes

in the bank’s current and prospective liquidity risk profile. Such changes could stem from

internal circumstances (e.g. changes in business focus) or external circumstances (e.g.

changes in economic conditions).

Reviews provide the opportunity to fine-tune the bank’s liquidity policies in light of the

bank’s liquidity management experience and development of its business. Any significant or

frequent exception to the policy is an important barometer to gauge its effectiveness and any

potential impact on bank’s liquidity risk profile.

4.3.1 Procedures and Limits:

The bank should establish appropriate procedures, processes and limits to implement

its liquidity policies. The procedural manual should explicitly narrate the necessary operational

steps and processes to execute the relevant liquidity risk controls. The manual should be

periodically reviewed and updated to take into account new activities, changes in risk

management approaches and systems.

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4.4 Liquidity Management Structure:

The responsibility for managing the overall liquidity of the bank should be delegated to a

specific, identified group within the bank. This may be in the form of an Asset Liability

Committee (ALCO). Since liquidity management is a technical job requiring specialized

knowledge and expertise, it is important that responsible officers not only have relevant

expertise but also have a good understanding of the nature and level of liquidity risk

assumed by the bank and the means to manage that risk.

It is critical that there can be close links between those individuals responsible for liquidity

and those monitoring market conditions, as well as other individuals with access to critical

information. This is particularly important in developing and analyzing stress scenarios.

4.5 Measurement of Liquidity R isk:

An effective liquidity risk measurement system not only helps in managing liquidity in times of

crisis but also optimizes return through efficient utilization of available funds. The Bank

should adopt a cash flow approach for measurement and management of liquidity risk.

Under this approach, liquidity is tracked through maturity of assets and liabilities or cash flow

mismatches. To ensure a robust liquidity management the bank can adopt some commonly

used liquidity measurement and monitoring techniques which are discussed as under;

4.5.1 Estimation of Liquidity Gaps (Maturity Ladder):

Maturity ladder helps to detect liquidity condition of a bank. It also estimates cash

inflows and out flows and thus net deficit or surplus both on a day to day basis and over

a series if specified time periods. The bank requires to focus on the maturity of its

assets and liability in different maturity buckets. Mismatch is accompanied by liquidity

risk and excessive longer tenor lending against short term borrowing can put a bank’s

balance sheet in a very critical and risky position. The maturity ladder RAKUB uses is

as follows:

call bucket (overnight)

days to 7 days

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days to 1 month

above 1 month to 3 months

above 3 months to 12 months

above 1 year to 5 years

more than 5 years

4.5.2 Contingency Funding Plan:

In order to develop comprehensive liquidity risk management framework, the bank should

have in place plans to address stress scenarios. Such a plan commonly known as Contingency

Funding Plan (CFP),is a set of policies and procedures that serves as a blueprint for a bank to

meet its funding needs in a timely manner and at a reasonable cost.

A CFP is a projection of future cash flows and funding sources of a bank under market

scenarios including aggressive asset growth or rapid liability erosion. To be effective it is

important that a CFP should represent management’s best estimate of balance sheet

changes that may result from a liquidity or credit event. A CFP can provide a useful

framework for managing liquidity risk both short term and in long term. Further it helps to

ensure that a bank can prudently and efficiently manage routine and extraordinary

fluctuations in liquidity.

4.5.3 Ratio Analysis for Liquidity Risk Management:

✓ Liquid asset to total Assets

✓ Term deposit to total deposit

✓ Volatile Liability to total liability

✓ Advance-Deposits ratio

✓ Medium Term Funding Ratio

✓ Investment Deposit Ratio

✓ Maximum Cumulative Outflow (MCO)

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✓ Wholesale Borrowing Ratio

✓ Total Commitment Ratio

✓ Liquid assets to short term liabilities

✓ Borrowed Funds to total liabilities

✓ Liquidity Coverage Ratio

✓ Net Stable Funding Ratio

4.5.4 Limit for Liquidity Measurement Ratios:

Sl.

No.

Ratio name Standard Limit

1. Advance to deposit

ratio

Standard limit 80.50%. Considering liquidity

condition the limit can be extended 3% more with

the BoDs approval.

2. Wholesale borrowing Total Wholesale borrowing of the bank should not

exceed 80% of the total eligible capital.

3. Maximum Cumulative

Outflow (MCO)

a) MCO up to 1-month bucket should not exceed

18% of balance sheet amount.

b) MCO above 1-month to 3 months bucket should

not exceed 30% of balance sheet amount.

c) MCO above 3-months to 1 year bucket should

not exceed 35% of balance sheet amount.

4. Medium Term Funding

Ratio:

The MTF ratio of the bank should not be less than

30% but the ideal scenario should be 45%.

5. CRR 5% daily and 5.5% bi-weekly basis.

6. SLR 13% for conventional banking. RAKUB is exempted

of maintaining SLR

7. Cash holding Limit 10% of Demand liabilities of a branch. Compliance

of RAKUB, BCD Circular letter no. 6/98 dated

22.04.1998 should be ensured in this regard.

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8. Low cost deposit to

total deposit

Standard level 60%

9. Commitment Respectively 50%, 500% and 250% of total asset,

eligible capital and HQLA. Lowest amount of these

three ratios would be the standard limit.

10. L C R Minimum 100%

11. NSFR Minimum 100%

Head of Treasury (CAD-1) should be vigilant on the maintenance of the above ratios

and their limits. Any breach of the ratio limits and their subsequent results would be

brought under notification of senior management / ALCO.

4.6 Factors Affecting Liquidity Risk:

With a view to defending stressed liquidity condition, management should ensure action

against:

Over extension of credit

High level of NPAs

Poor asset quality

Mismanagement in the dealing of fund

Non recognition of embedded option risk

Reliance on a few wholesale depositors

Large undrawn loan commitments

Lack of appropriate liquidity policy & contingent plan

Over concentration on a specific deposit

Over concentration on a specific loan sector

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4.7 Monitoring and Reporting Risk Exposures:

Senior management and the board, or a committee thereof, should receive reports on the

level and trend of the bank's liquidity risk at least quarterly. From these reports, senior

management and the board should learn how much liquidity risk the bank is assuming,

whether management is complying with risk limits, and whether management’s strategies

are consistent with the board's expressed risk appetite. The sophistication or detail of the

reports should be commensurate with the complexity of the bank.

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Appendix‐ I I I : Wholesale Borrowing Guidelines (WBG)

5.0 Wholesale Borrowing:

Wholesale Borrowing is the Bank’s historic market liquidity & borrowing capacity from

the whole sale market i.e. Inter‐bank market. It indicates the dependence on wholesale

markets for funding. Sometimes Bank raise fund from Inter‐bank market but ALCO

should analyze & decide of its optimum profitable use.

5.1 Wholesale Borrowing Guidelines:

The bank should have a comprehensive and vivid wholesale borrowing policy and the

following factors are to be considered while setting the WBG guidelines:

‐ The size and turnover of the local market, market share of the respective

banks

‐ Balance sheet size of the bank

‐ Capital size of the bank

‐ Historical trend of market liquidity

‐ Credit rating of the bank (to understand counter party bank’s limit on the

concerned bank)

‐ Stability of liquidity and interest rates of the market

Wholesale borrowing guidelines will be set as an absolute amount bearing in mind the

depth of the local market and counterparties’ perceived credit appetite for the bank.

5.1.1 Products:

For local currency, the following products are available in the wholesale market‐

➢ Call Money

➢ Short Notice Deposit from banks and financial institutions

➢ Term Deposit (Less than 12 months) from banks/FIs

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➢ Overdrawn balance of Nostro Accounts.

➢ Placement

➢ Commercial paper or similar instruments.

5.1.2 Access to:

The bank has access to Banks and Financial Institutions of the market. The bank can

borrow local currency from other banks & financial Institutions.

5.1.3 Fund Concentration:

(i) Institutional Concentration: The bank can use the borrowing windows of

both Banks and Financial Institutions. As a state owned specialized Bank,

the main focus for borrowing will be the peer banks i.e. other state owned

commercial banks (SOCBs) and Private Commercial Banks (PCBs) rather

than the Foreign Commercial Banks (FCBs) for their limited exposure to

the market.

(ii) Geographical Concentration: The bank will try to borrow from local

commercial banks and financial Institutions.

5.1.4 Capacity:

The capacity of wholesale borrowing depends on the bank's current financial state and

eligible capital.

5.1.5 Limit:

Wholesale Borrowing covers call borrowing, Short Notice Deposit from banks and

financial institutions, placement received with maturity less than 12 months, commercial

papers/similar instruments and overdrawn Nostro‐accounts or any kind of foreign

currency borrowing. As a Non-primary Dealer the bank's WB Limit should be capped at

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80% of it's eligible capital (paid up capital in case of inadequate capital) on fortnightly

average basis with maximum two deviations (maximum 90% of the capital) in a

particular fortnight as per Bangladesh Bank’s guidelines. Therefore, presently W B limit

of the bank is set on the basis of 80% of Paid up capital of the bank amounting tk.

560.00 crore (paid up capital 700 crore) with a maximum two deviations up to 90%

amounting tk. 630.00 crore in a particular fortnight.

5.1.6 Role & Responsibility of Fund Manager:

Monitor the liquidity position of the Bank and liquidity management activities undertaken

by the Bank including wholesale funding activities. The bank’s Head of Central

Accounts Department-1 will act as Fund Manager. Fund management desk will analyze

the liquidity position, historical trend, demand and forecast future trend of the market

and report to the fund manager. The fund manager will evaluate the report and make

decision for borrowing within the limit.

5.1.7 Risk Involved:

If the bank's total lending and investment dominates on total deposit and equity, the

bank has to maintain liquidity by borrowing from the market. In that case the following

risks will be involved:

(i) Liquidity Risk: Liquidity risk is the risk that a company or bank may be

unable to meet short term financial demands. This usually occurs due to

the inability to convert hard asset to cash without a loss of capital and/or

income in the process.

(ii) Market Risk: It is the possibility for the bank to experience losses due to

factors that affects the overall performance of the financial market.

(iii) Matching Risk: This kind of risk involves when the maturity of assets of

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the bank do not match with the maturity of liabilities.

So, for the prudent liquidity management and treasury management the Fund manager

would follow the WBG strictly. To keep intact the bank’s interest the treasury manager

should keep touch with the market and take decision promptly as per situation demand.

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Appendix‐IV: Contingency Funding Plan

6.1 Contingency Funding Plan: A contingency funding plan (CFP) is, at its core, a liquidity crisis management

instrument. Contingency Funding Plan (CFP) serves to outline the procedures that shall

be followed when adverse market conditions arise that could disrupt the bank’s ability to

fund some or all of its needs.

A Contingency funding plan is to prepare keeping in mind that enough liquidity is

available to meet the funding requirements in a liquidity crisis situation. It is a cash flow

projection that forecasts funding needs and funding sources at stress situation under

market scenarios including aggressive asset growth or rapid liability erosion. It is a set

of policies and procedures that serves as a blueprint for the bank to meet its funding

needs in a timely manner and at a reasonable cost. C F P ensures:

Maintenance of an appropriate amount of liquid assets

Measurement and projection of funding requirements during various

scenarios

Management of access to funding source

6.2 Objective of the Plan:

The objective of CFP is to provide senior management with procedures to follow when

the contingency plan is officially in effect. It aims to establish a framework for

management of liquidity risk that will assure that the bank will have sufficient liquidity

resources to;

Establish an action plan with a view to managing a stressed liquidity situation

in the market

Provide a framework for an effective response to a liquidity crisis

Meet regulatory obligations

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Meet the requests of depositors for withdrawal of their funds from the bank

Ensure minimal disruptions in treasury operations;

Identify and take advantage of opportunities while under the adverse or crisis

conditions

Match potential sources and uses of fund to tackle stressed condition

Establish indicators that alert management to a predetermined level of

impending risks

CFP evaluates a bank's potential balance sheet changes that may result from various

liquidity or credit events. The idea is to develop specific plans that uncover early

warning signals of a potential liquidity crisis.

6.3 Contingency Action Plan for stressed condition:

6.3.1 Scope of C F P:

The CFP should project on the bank's funding position during both temporary and long-

term liquidity changes, including those caused by liability erosion. The CFP should explicitly

identify, quantify and rank all sources of funding by preference, such as:

i. Reducing assets;

ii. Modification or increasing liability structure;

iii. Using other alternatives for controlling balance sheet changes.

The CFP should include asset side as well as liability side strategies to deal with liquidity crises.

The asset side strategy may include; whether to liquidate surplus money market assets,

when to sell liquid or longer-term assets, etc. While liability side strategies specify policies

such as pricing policy for funding, A CFP also clarifies roles and responsibilities of various

individuals at the time of liquidity crises and the management information system

between management, ALCO, traders, and others.

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6.3.2 Purpose of the Plan:

C F P efforts to establish a framework for liquidity risk management that will assure

sufficient liquid resources for the bank, especially in a stressed liquidity scenario.

Stressed Liquidity scenario is defined as a condition that arises from a sudden

deterioration of the perceived safety and credibility of the bank, resulting in substantial

withdrawal of funds by depositors.

6.3.3 Trigger Point:

The plan to be activated when any 5(Five) or more of the following conditions exist:

i. Bangladesh Bank has declined to grant loan at the bank’s request (i.e in

stress condition)

ii. Call money market rates have exceeded 15% for more than 15

consecutive days

iii. Call facilities have been declined by the market

iv. Consolidated AD ratio has exceeded the maximum limit resulting liquidity

emergency for more than 15 days.

v. Wholesale borrowing has exceeded 80% of paid up capital.

vi. The overall economy is experiencing tight liquidity position

vii. Low cost/no cost Deposit has fallen below 45% of Total Deposit Mix

viii. Customers unexpectedly exercising options to withdraw deposits.

ix. Disturbance in payment and settlement systems due to operational and

local disturbance.

x. Total commitment level has surpassed it's appropriate limit.

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6.4 Contingency Action Plan to Manage Stressed Liquidity:

6.4.1 Scope:

To establish an action plan to manage a stressed liquidity situation created by liquidity

crisis.

6.4.2 Contingency Management Team (CMT):

There should be a contingency management team consisting of members from related

departments of the bank. The Chairman of the team may include any other relevant

personnel as deemed appropriate. The formation of such team would be as follows:

Sl. No. Designation Position in ALCO

1. Deputy Managing Director Chairman

2. General Manager (Admin) Member

3. General Manager (Operation) Member

4. General Manager (Accounts, Audit & Recovery) Member

5. Head of Branches Control Department Member

6. Head of Loans and Advances Department-1 Member

7. Head of Central Accounts Department-1 Member Secretary

In case of absence of the Deputy Managing Director (chairman), senior most General

Manager of RAKUB head office would lead the team and chair its meetings.

6.4.3 Roles of the Contingency Management Team:

The roles of the CMT is to investigate cause and magnitude of the crisis, assess steps

to prevent occurrence/ escalation, understand expected duration of the crisis, assess

market sentiment and decide on remedial action to mitigate effects of the crisis.

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6.4.3.1 Phase 1 – Impending Crisis:

Details of Action Points Action to be taken by

1. Investigate the underlying causes

about the crisis to establish:

- Extend and timing of the crisis

- Duration of the crisis

- Remedial action to avoid the

crisis, agree any external/internal

communications statement etc.

Head of Central Accounts Department-1

2. Advise all Divisional Heads about

the crisis and cancel leave

commitments of key personnel (if

necessary)

Managing Director (MD)

3. Review liquid and market assets

portfolio by maturity and prepare

a liquidation strategy

Head of Central Accounts Department-1

4. Liquidate any long FX positions

and reduce FX open position to a

minimum level.

Head of Central Accounts Department-1

&

Head of Foreign Exchange Department

5. Recovery of NPA to ensure a

smooth fund flow

Head of Loan Recovery Department-1

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6.4.3.2 Phase 2 ‐ Crisis Situation:

Details of Action Points Action to be taken by

1. Treasury (Head of CAD-1) will call for an

urgent meeting of the ALCO Chaired by the

MD in order to review and discuss the

situation and its impact on the Bank and

assess how liquidity crisis can be resolved.

Head of Central Accounts Department-1

2. Inform Bangladesh Bank regarding crisis and

proposed remedial action, if deemed

necessary

Managing Director (MD)

3. Brief Head of Corporate Branches, Zonal

Heads and Branch Managers

Head of Central Accounts Department-1

4. Control large loan disbursement. Head of Loans and Advances Department-1

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6.4.3.3 Assessment and Action:

Details Action to be taken by

1. Assess overall Advance portfolio

and recall/seek repayment from

customers

Head of Loans and Advances Department-1

&

Head of Loan Recovery Department-1

2. Approach BB for refinance / special/

demand loan.

Managing Director (MD)

3. Approve no early withdrawal of

deposits without specific approval of

higher authority.

General Manager (Operation)/Zonal

Manager/Branch Manager.

4. Provide regular reports to high

authority on daily liquidity status of

the bank and changes therein.

Head of Central Accounts Department-1

5. Communicate with major fund

suppliers in an effort to assure

continued availability

Head of Central Accounts Department-1

&

Head of Branches Control Department

6. Regularly monitor large deposit

accounts.

Head of Central Accounts Department-1

&

ALCO Members

7. Monitor and control AD Ratio Head of Loans and Advances Department-1

&

Head of Branches Control Department-1

8. Communicate with different source

of deposit i.e. local government

authorities for new deposits.

Zonal Heads / Branch Managers

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6.4.3.4 Critical Contact Information:

Sl. No. Officials Contact No.

01. Managing Director (Chairman) 0247-860464

02. Deputy Managing Director 0247-860537

03. General Manager (Admin) 0247-860476

04. General Manager (Accounts, Audit & Recovery) 0247-860517

05. General Manager (Operation) 0247-860479

06. Deputy General Manager (Central Accounts Department-1) 0247-860532

07. Deputy General Manager (Loans and Advances Department-1) 0247-860515

08. Head of Risk Management Unit (RMU) 0247-762181

09. Deputy General Manager (Local Principal Office) 0247-860534

10. Deputy General Manager (Dhaka Corporate Branch) 0247-9569408

6.4.3.5 Critical Contact Information (Central Bank):

Sl. No. Officials Contact No.

01. Governor 02-9530411

02. Deputy Governor‐I 02-9530475

03. Deputy Governor‐02-9530491 ׀׀

04. Deputy Governor‐02-9530412 ׀׀׀

05. General Manager (BRPD) 02-9530252

06. General Manager (FEPD) 02-9530123

07. General Manager (DOS) 02-9530093

08. General Manager (DMD) 02-9530450

09. General Manager (FRTMD) 02-9530116

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6.5 Brief Summary of Regulations and Contingency Liquidity Sources & Funding Plan:

6.5.1 Regulations and Contingency Liquidity Sources:

Regulation Parameter/Formula Liquidity Sources

Cash Reserve Ratio (CRR) ▪ Daily minimum 5.00%

▪ Bi‐weekly minimum 5.50%

Local currency at

central bank

Statutory Liquidity Ratio

(SLR)

▪ Minimum 13.00% for

Conventional Banking

▪ Minimum 5.50% for Islamic

Banking

RAKUB is exempted

of maintaining SLR.

6.5.2 Sources of Contingent Fund:

Details Cost of RAKUB

Deposit:

Term Deposit

Demand Deposit

5%-9%

0%-5%

Bangladesh Bank:

Balance with Bangladesh Bank

Other Securities

0.00%

-

Other Sources:

Cash in Hand (LCY)

Cash in Hand (FCY)

Balance at other Bank

Receivable from Government

0.00%

0.00%

0.00%

0.00%

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6.6 Preparation and Review/Update of CFP:

The contingency funding plan needs to be prepared by the Treasury Department

(Central Accounts Department-1). The plan should be reviewed / updated by ALCO and

approved by the BODs of the bank at least annually or more frequently.

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Format- A

Appendix‐IX: Forms & Formats RajshahiKrishiUnnayan Bank

Name of A D Branch.....

Daily F C Exchange position as on........

Sl No Net position at the beginning of the day USD

1 A) Cash holding :

B) Overall Position (1A) :

2 Spot/Cash Transaction of the day :

A) i Sales to Bangladesh Bank : -

ii Purchases from Bangladesh Bank : -

Net position with Bangladesh Bank : -

B) i Sales to other Bank : -

ii Purchases from other Bank : -

Net position with other Bank : -

C) i Sales to customers :

ia Against imports : -

ib Others :

C) ii Purchases from Customers : -

iia Against export : -

iib Others :

Net Position with Customers : -

D) Net Position/Cash Transactions of the day : -

3 Total spot position of the day(1A+2D) : -

Value in Taka

Total: $0.00 X BDT 83.30 (Variable) : -

4 Percentage of holding in individual currency out of total currency (USD) :

5 Position over bought/sold (in Taka) :

6 Position over bought/sold (in USD) :

Signature

Signature

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Format- B

RajshahiKrishiUnnayan Bank Central Accounts Department-1

Cost of Fund and Cost of Lending Calculation Statement

(Figure in Crore)

Sources of fund Amount

of Fund

Weight

Factor

Components

Fund cost

Weighted

Component

Fund cost

(A) Borrowed fund: *** **** ***** *****

(1) General Refinance *** **** ***** *****

(2) Special Refinance *** **** ***** *****

(3) Demand Loan *** **** ***** *****

(B) Equity Fund: *** **** ***** *****

(1) Paid up Capital *** **** ***** *****

(2)Statutory Reserve *** **** ***** *****

(3) General Reserve *** **** ***** *****

(C) Deposit Fund: *** **** ***** *****

(1) Current Account *** **** ***** *****

(2) Savings Account: *** **** ***** *****

(a) Rural savings *** **** ***** *****

(b) Urban Savings *** **** ***** *****

(3) Fixed Deposit Account *** **** ***** *****

(4) SND Account *** **** ***** *****

(5) RGPS Accunt *** **** ***** *****

(6) RSS Account *** **** ***** *****

(7) RDMS Account *** **** ***** *****

(8) RTMS Account *** **** ***** *****

(9) RMPS Account *** **** ***** *****

(10) RMDS Account *** **** ***** *****

(11) RMSS Account *** **** ***** *****

(12) RGSS Account *** **** ***** *****

(13) School Banking Account *** **** ***** *****

(14) Children Marriage Savings Scheme *** **** ***** *****

(15) Hardcore poor people saving scheme *** **** ***** *****

(16) Other Deposits *** **** ***** *****

(17) Other Vat, Tax & Security Deposit *** **** ***** *****

(D) Weighted Average Cost of Fund before Administrative Cost ******

(E) Administrative Cost = Administrative

Expenses

= ******

= *******

Total Loan and

Advances

*******

(F) Weighted Average Cost of Fund = D+E

= *******

(G) Weighted Average Cost of

Lending

= F+1% = *******

Note: (i) Cost of Equity is estimated as an Opportunity Cost in the basis of Bank Rate.

(ii) Retained Earning is not considered and the same is adjusted with cumulative loss.

Signature Signature

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Format- C

RajshahiKrishiUnnayan Bank Central Accounts Department-1

Confidential

Daily Fund Position as on ....... (Amount in Crore)

1. (a) CRR Required (5.00% of Demand & Time liabilities) Daily Basis ----

1. (b) CRR Required (5.50% of Demand & Time liabilities) Bi Weekly Basis ----

Opening Closing

2.a) Bangladesh Bank, Rajshahi (After First Clearing.)

Add: Credited to CH & Transfer from

Less: Debited to CH & Transfer

2.b) Bangladesh Bank, Rangpur

2.c) Bangladesh Bank, Bogra

2.d) Bangladesh Bank, Dhaka

Add: Credited to CH & Transfer

Less: Debited to CH & Transfer(0.43+0.00)= 0.43

2.e) Total {2.a)+---+2.d)}

Surplus/(Shortfall) {2.e)-1.(b)}

Bank's Statement (Head Office only):

Bank's Name Type Account Number

Interest Rate

Opening Balance

Reasons for Changes Closing Balance

a) Bank Name %

b) Bank Name. %

c) Bank Name . %

d) Bank Name %

Total

Refinance Received Date: DD-MM-Year Amount: 0.00 Due Date: DD-MM-Year Period: .... Year

Fixed Deposit (as Assets & Liability)

Fixed Deposit (Assets) Tk. Maturity Date Corporate Fixed Deposit (Liability) Tk. Maturity Date

1. Bank Name 1. Name of Institution

2. Bank Name 2. Name of Institution

3. Bank Name 3. Name of Institution

4. Bank Name 4. Name of Institution

5. Bank Name 5. Name of Institution

6. Bank Name 6. Name of Institution

7. Bank Name 7. Name of Institution

8. Bank Name 8. Name of Institution

Total Total

Rajshahi Division Rangpur Division

Sl.

No

Zone's

Name

Fund Remitted

by HO to Zone

Fund Remitted

by Zone to HO

Sl.

No

Zone's

Name

Fund Remitted by

HO to Zone

Fund Remitted by

Zone to HO

Today Total Today Total Today Total Today Total

1 Rajshahi 10 Rangpur

2 Naogaon 11 Gaibandha

3 Natore 12 Kurigram

4 Nawabgonj 13 Nilphamari

5 Bogra (N) 14 Lalmanirhat

6 Bogra (S) 15 Dinajpur (N)

7 Joypurhat 16 Dinajpur (S)

8 Pabna 17 Thakurgaon

9 Sirajgonj 18 Panchagarh

Sub Total Sub Total

19. LPO 20. Dhaka

Total Total

Net Remittance by HO to Zone = Total Fund Remitted by HO to Zone - Fund Remitted by Zone to HO

Signature Signature

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)

Form

at- D

Rajsh

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Ban

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Cen

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Reg

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apital (co

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eposit (ex

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Curren

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b

S

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)

c

Fix

ed (1

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d

F

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(more th

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3

D

eposit fro

m fin

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stitutio

ns:

a

Curren

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b

F

ixed

(1 m

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or less)

c

Fix

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ore th

an 1

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or less th

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4

L

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ith a rem

ainin

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aturity

of o

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in 2

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5

A

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in 2

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above an

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6

A

mount o

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7

R

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at qualify

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an n

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9

oth

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remain

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under B

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10

L

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usin

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a residual m

aturity

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11

All lo

ans (ex

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from

7 to

10) an

d co

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f deb

t securities (ex

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Is) with

a

residual m

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12

C

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Is) with

a residual m

aturity

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13

U

ndraw

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f lines o

f credit (co

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14

U

ndraw

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f lines o

f credit (T

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15

A

mounts o

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din

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f com

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f credit (settlem

ent d

ate with

in th

e nex

t 30 d

ays)

16

A

mounts o

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f guaran

tees, standby letters o

f credit, p

erform

ance b

onds, b

id b

onds an

d sim

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men

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17

D

ebt secu

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less of m

aturity

, issued

by o

ther fin

ancial in

stitutio

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st price)

18

F

ixed

Assets (C

ost p

rice)

19

O

ther in

vestm

ents:

a

Non trad

ed eq

uity

securities (co

st price)

b

C

apital p

rovid

ed to

ow

n su

bsid

iaries

c P

ublicly

- Trad

ed eq

uity

securities (co

st price)

20

L

oan

s to, an

d d

eposits in

, oth

er finan

cial institu

tions in

Ban

glad

esh

21

C

laims o

n B

anglad

esh B

ank

22

C

ash in

han

d (L

cy+

Fcy

)

23

A

ll oth

er assets not m

entio

ned

above

S

ignatu

re S

ignatu

re

Page 79: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

(78

)

Form

at- E

Rajsh

ah

iKrish

iUn

nayan

Ban

k

Cen

tral Acco

unts D

epartm

ent-1

Liq

uid

ity C

overag

e ratio (L

CR

) Positio

n

Sl.

CO

MP

ON

EN

TS

: A

mount in

Thousan

d

1

Custo

mer D

eposit (ex

cludin

g F

inan

cial Institu

tions):

C

urren

t (inclu

din

g 1

0%

of sav

ings)

Sav

ings (9

0%

)

Fix

ed (1

month

or less)

Fix

ed (m

ore th

an 1

month

)

2

D

eposit fro

m fin

ancial in

stitutio

ns:

Curren

t

Fix

ed (1

month

or less)

Fix

ed (m

ore th

an 1

month

)

3

R

EP

O

4

O

ther b

orro

win

gs an

d p

lacemen

t received

5

A

ll oth

er monetary

liabilities issu

ed b

y th

e ban

k th

at do n

ot fit in

to o

ne o

f the ab

ove categ

ories.

6

U

ndraw

n p

ortio

n o

f lines o

f credit (co

ntin

uous lo

ans)

7

U

ndraw

n p

ortio

n o

f lines o

f credit (T

erm lo

ans)

8

A

mounts o

utstan

din

g o

f com

mercial letters o

f credit (settlem

ent d

ate with

in th

e nex

t 30 d

ays).

9

A

mounts o

utstan

din

g o

f guaran

tees, standby letters o

f credit, p

erform

ance b

onds,b

id b

onds, an

d sim

ilar instru

men

ts.

10

A

ll contractu

al cash o

utflo

ws w

ithin

the n

ext 3

0 d

ays.

11

L

oan

s to fin

ancial in

stitutio

ns, su

ch as rev

erse repos, b

acked

by assets th

at are consid

ered h

igh

-liquid

12

L

oan

s to fin

ancial in

stitutio

ns b

acked

by assets th

at are not co

nsid

ered h

igh

-liquid

13

P

rincip

al and in

terest receivab

les , on p

erform

ing T

erm lo

ans, fro

m all n

on

-finan

cial custo

mers w

ithin

the n

ext 3

0 d

ays

14

C

ash o

n h

and (L

cy+

Fcy

)

15

B

alance w

ith B

anglad

esh B

ank:

a) Local C

urren

cy T

otal

b) F

oreig

n C

urren

cy T

otal

16

V

alue o

f unen

cum

bered

eligib

le GO

VT

. Secu

rities in H

TM

portfo

lio (T

bill &

Tbond)

Valu

e of secu

rities mark

ed as C

apital w

ih B

B

17

V

alue o

f oth

er unen

cum

bered

eligib

le GO

VT

. Secu

rities in H

TM

portfo

lio

18

M

arket V

alue o

f unen

cum

bered

eligib

le GO

VT

. Secu

rities in H

FT

portfo

lio (T

bill &

Tbond)

A

uth

orized

signatu

re:

Nam

e & P

hone N

o.:

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(79

)

Form

at- F

Rajsh

ah

iKrish

iUn

nayan

Ban

k

Cen

tral Acco

unts D

epartm

ent-1

Stru

ctura

l Liq

uid

ity P

rofile (S

LP

)

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(80

)

Fo

rma

t- G

Rajsh

ah

iKrish

iUn

nayan

Ban

k

Cen

tral Acco

unts D

epartm

ent-1

Statem

ent o

n W

holesale B

orro

win

g

Sig

natu

re

S

ign

atu

re

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(81

)

Fo

rma

t- H

Rajs

ha

hiK

rish

iUn

na

ya

n B

an

k

Ce

ntra

l Accou

nts

De

pa

rtmen

t-1

St

at

em

en

t o

n c

om

mit

me

nt

s

S

ign

atu

re

S

ign

atu

re

Page 83: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

(82

)

Fo

rma

t- I R

ajs

ha

hiK

rish

iUn

na

ya

n B

an

k

Ce

ntra

l Accou

nts

De

pa

rtmen

t-1

Ma

turity

An

aly

sis

of A

sse

ts a

nd

Lia

bilitie

s

as o

n..............

S

ign

atu

re

S

ign

atu

re

Page 84: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

(83)

Format- J Rajshahi Krishi Unnayan Bank

Contingent Fund Flow Forecasting (for Branches/Zonal Offices)

Fund Inflow Amount in Lac

1. Cash in : ****

(i) Cash in hand ****

(ii)Balance at Other Bank ****

2. Loan Recovery ****

3. Deposit Collection ****

4. Interest Income (Loan+ Deposit to Bank) ****

5. Bills Receivable ****

6. Other Receivable ****

(a)Total Inflow (1+2+3+4+5+6) ****

Fund Outflow ****

7. Loan Disbursement: ****

i) Agri. ****

ii) Non-Agri. ****

8. Operational Expenses ****

9. Interest Expenses ****

10. Allowance Payable ****

11. Deposit Repayment ****

12. Bills payable ****

13. Other Payable ****

(b) Total Outflow (7+8+9+10+11+12+13) ****

(c) Fund Surplus/ Shortfall ****

(d) Closing Balance: ****

(i) Cash in hand ****

(ii)Balance at Other Bank ****

Signature Signature

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(84

)

Form

at- K

Rajs

hah

iKris

hiU

nn

aya

n B

an

k

Cen

tral A

ccou

nts

De

pa

rtmen

t-1

Sp

read

Ca

lcula

tion

Calc

ula

tion o

f Weig

hte

d A

vera

ge In

tere

st R

ate

on A

dvance (W

AIR

A)

C

alc

ula

tion o

f Weig

hte

d A

vera

ge In

tere

st R

ate

on D

ep

osit (W

AIR

D)

As o

n................. A

mount in

Cro

re

A

s o

n................ A

mount in

Cro

re

Sl.

No.

Deta

ils o

f Ad

vance

T

ota

l B

ala

nce

In

tere

st

Rate

C

*D

S

l. N

o.

Deta

ils o

f Dep

osits

T

ota

l B

ala

nce

In

tere

st

Rate

H

*I

A

B

C

D

E

F

G

H

I

J

1.

Cro

ps

**** ***

***

1.

Curre

nt A

ccounts

****

**** ****

2.

Liv

e s

tock

**** ***

***

2.

SN

D

**** ****

****

3.

Goat-R

am

s/M

ixed F

arm

ing

****

*** ***

3.

Savin

gs A

ccounts

****

**** ****

4.

Fis

herie

s

**** ***

***

a.

Rura

l Are

as

**** ****

****

5.

Irrigatio

n e

qu

ipm

ent a

nd m

achin

ery

****

*** ***

b

. U

rban A

reas

**** ****

****

6.

Ag

ro-b

ased in

dustrie

s

**** ***

***

4.

Fix

ed D

eposit

**** ****

****

7.

Cash c

redit

**** ***

***

5.

DP

S

**** ****

****

8.

work

ing c

apita

l ****

*** ***

6.

RG

PS

****

**** ****

9.

SM

E

**** ***

***

7.

Educatio

n S

avin

gs S

chem

e

**** ****

****

10.

Shaw

nirv

or

**** ***

***

8.

Child

ren M

arria

ge S

avin

gs S

chem

e

**** ****

****

11.

UN

CD

F, M

SF

SC

IP,U

DP

,RS

CP

****

*** ***

9.

Hazz S

avin

gs S

chem

e

**** ****

****

12.

Oth

er s

ocio

-econom

ic a

ctiv

ities

**** ***

***

10.

RS

S

**** ****

****

13.

Nurs

hary

-fruits

mix

ed fa

rmin

g

**** ***

***

11.

Teachers

Savin

gs S

chem

e

**** ****

****

14.

Loan a

gain

st F

DR

****

*** ***

12.

Sm

all S

avin

gs S

chem

e

**** ****

****

15.

Loan a

gain

st D

PS

****

*** ***

13.

Sa

vin

gs s

chem

e fo

r hard

core

poor p

eo

ple

****

**** ****

16.

Loan a

gain

st R

PS

****

*** ***

14.

KS

S

**** ****

****

17.

Loan a

gain

st R

GP

S

**** ***

***

15.

RD

MS

****

**** ****

18.

Loan a

gain

st R

MS

S

**** ***

***

16.

RD

P

**** ****

****

19.

Oth

er

**** ***

***

17.

School B

ankin

g

**** ****

****

20.

Sta

ff Loan

**** ***

***

18.

RM

PS

****

**** ****

To

tal

**** ***

***

19.

RT

MS

****

**** ****

20.

RM

DS

****

**** ****

21.

RM

SS

****

**** ****

22.

10 T

aka F

arm

er A

ccount

**** ****

****

23.

RG

SS

****

**** ****

24

O

thers

(Vat, T

ax, S

ecurity

Deposit, R

PS

) ****

**** ****

T

ota

l ****

**** ****

WA

IRA

= E

/ C*100

WA

IRD

= J / H

*100

Rate o

f Interest S

pread

= W

AIR

A - W

AIR

D

Net S

pread

= R

ate of A

dm

inistrativ

e Cost - R

ate of In

terest Spread

Page 86: A -L - rakub.org.bd Krishi Unnayan Bank (RAKUB) , since 1987, has been significantly contributing to uphold socio -economic development of the north -west part of the country. As a

(85)

Format- L Rajshahi Krishi Unnayan Bank

Central Accounts Department-1

Contingent Fund Flow Forecasting (for Treasury Division/CAD-1)

Fund Inflow Fund Outflow

1. Cash in Hand (Branches) 1. Loan Disbursement (Branches)

2. Balance at SND A/C (Head Office) 2. Loan Disbursement (Head Office)

3. Balance at SND A/C (Branches) 3. Fund Remitted to Branches (for DL)

4. Balance at CD A/C (Branches) 4. Repayment of NCDP Loan

5. Balance at FDR A/C (Head Office) 5. Repayment of BB Blocked Loan

Installment.

6. Loan Recovery 6. Deposit Withdrawal/Payment

7. Deposit Collection 7. Vat / Tax / Excise Duty

8. Refinance for NCDP 8. Superannuation / Leave Encashment

9. Fund Remitted from Branches 9. Aged/Widow/Disabled People Allowance

10. Govt. Allowances (for aged/widow/

disabled People)

10. Fund for Dhaka Corporate Branch

11. Recapitalization by Govt. 11. Corporate Deposit Payment

12. Salary / Allowances

13. Staff Loan

14. Balance at FDR A/C (Head Office)

15. Balance at SND A/C (Head Office)

16. Balance at SND A/C (Branches)

17. Balance at CD A/C (Branches)

Signature Signature

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Format-M

RajshahiKrishiUnnayan Bank Central Accounts Department-1

Statement on Call Loan Borrowing from Other Banks/Financial Institutions. (Amount in crore)

Sl. No. Name of Institution (Date) (Date) (Date

Amount Rate Amount Rate Amount Rate

Total Weighted Average%

Minimum%

Maximum%

Total Cost

Signature

Signature